One of the toughest aspects of leadership is managing difficult conversations, particularly when they relate to poor behaviour from employees. A common pushback tactic that has started to become more frequent, is employees claiming that ‘they don’t feel safe’ when asked to attend a performance meeting or are receiving feedback from their manager that is constructive in nature.
Misappropriation of 'unsafe'
It has become an area of extreme frustration for some employers due to the heightened awareness of providing a ‘safe workplace’ for employees. By ‘invoking the word ‘unsafe’, employees think they can stop the process of receiving feedback and employers become scared to move forward.
In any workplace, fostering a healthy and productive environment is essential for the well-being of employees and the success of the business. However, misunderstandings can arise when discussing the concepts of "feeling unsafe" versus "feeling uncomfortable." While both feelings are valid and require attention, they are fundamentally different in nature, implications, and how they should be addressed.
A recent case before the Fair Work Commission led the Deputy President to state that “there has been an appropriation of the word ‘unsafe’ by parties in the employment context and its application can at times stretch beyond scenarios which can be objectively regarded as dangerous.”
‘Unsafe’ vs ‘uncomfortable’
Psychosocial safety in the workplace is of utmost importance. And there is most definitely a heightened focus on this area as we all have an increased responsibility to operate proactively in this area – check out a recent experience with a WorkSafe investigation and the heightened focus on this area.
Feeling unsafe in the workplace refers to a situation where an employee perceives a real or potential threat to their physical or psychological well-being. Safety in this context is often tied to compliance with workplace health and safety (WHS) standards and laws, which are designed to protect workers from harm.
Some examples of when an employee has a legitimate claim to feeling unsafe include (but are not limited to):
- Physical Threats:
- Working with hazardous equipment without adequate training or safety gear.
- Experiencing or witnessing workplace violence.
- Psychological Threats:
- Being subjected to bullying, harassment, or discrimination.
- Enduring unreasonable workloads that cause stress and burnout.
- Environmental Risks:
- Poorly maintained facilities, such as unstable floors or exposed wiring.
- Unsafe emergency procedures, like blocked fire exits.
When employees feel unsafe, their well-being is at immediate risk. Employers are legally and morally obligated to address such issues promptly.
Uncomfortable
Feeling uncomfortable, on the other hand, relates to situations where an employee experiences emotional or psychological unease. It does not usually involve direct threats to safety. Examples of when an employee may feel uncomfortable include:
- Social Dynamics:
- Awkward or tense interactions with colleagues or managers.
- Feeling excluded from team activities or decision-making processes.
- Work Conditions:
- Working under a manager they may not connect with.
- Facing criticism or feedback that feels harsh but is constructive.
- Personal Preferences:
- Adjusting to a change in office layout or work schedules.
- Participating in tasks or presentations outside one’s comfort zone.
While discomfort may not require immediate intervention, it is important to address these feelings to maintain a positive workplace culture.
Know the difference between "unsafe' and "uncomfortable"
Understanding the difference between unsafe and uncomfortable feelings is crucial for both employees and employers as there are several actions that may be required depending on the situation:
- Legal Obligations: Employers are required by law to provide a safe work environment. Ignoring unsafe conditions can lead to physical or mental harm to employees which can result in legal action, penalties, and reputational damage. Discomfort, while important, does not typically fall under legal mandates.
- Response Strategies: Unsafe conditions demand urgent corrective action to eliminate or mitigate risks. In contrast, discomfort often requires open communication, empathy, and cultural adjustments.
- Preventing Escalation: What starts as discomfort can sometimes escalate into feelings of being unsafe if left unaddressed. For instance, unresolved interpersonal conflicts may lead to bullying over time.
Dealing with an uncomfortable situation
Taking it back to employees who use the claim of feeling unsafe when really, they feel uncomfortable. You must not let this stop you have a necessary conversation. As a leader, you have a responsibility to the business and to your other employees to address poor behaviour or under performance. Recognise the feelings of discomfort that are behind the claim and acknowledge them.
Let your employee know you appreciate they feel uncomfortable but there is no risk to their safety and a constructive conversation where unsettling matters will be discussed is still going ahead. Unfortunately, the increase of employees ‘weaponising’ this statement is more common, so you need to be direct when addressing it.
Ann Kowal Smith, in an article in Forbes magazine talks about the fact that despite the truly positive benefits of psychosocial safety it “is broadly misunderstood and much maligned. It's not a free-for-all where people can say whatever they want without consequence. It's not an insurance policy against being fired. It’s not an excuse to be offended by everything and everyone. Sadly, (psychosocial) safety is often met with an eye roll or a cringe these days—just when we need its outcomes most: after all, what organisation doesn't benefit when people can openly call out problems and missteps to prevent disaster? When people feel safe enough to try new things and innovate?”
Yes, feeling safe at work is vitally important. But feeling uncomfortable is not the end of the world. In fact, constructive conversations can lead to tremendous growth when delivered well and taken in the right manner. It’s not just about telling employees they are ‘bad’; it’s about putting a problem under the spotlight and changing the behaviour or putting in place the framework that can fix a skill or knowledge shortfall.
If you need to address poor performance or behaviour in your workplace and aren’t sure where to start or you have an employee who is pushing back claiming they feel unsafe, contact our HR consultants to discuss how we can support you.
