FEATURE TOPIC
hard-earned money because of an issue with no empathy or apology can turn a negative situation into a customer service crisis. By taking the time to be human and sympathetic, we can take a negative situation and make it somewhat better, even in the tiniest way. I had a customer service issue many years ago, and in response, the representative said something along the lines of, “I know we have let you down, but we would like the chance to make it right”, and those words made so much difference to how I felt about the situation. I walked away feeling somewhat better. I felt heard, that my experience was validated and that ownership was taken. I used to repeat this story to my team to remind them how much our words – and how we say them – affect everyone we speak to. BS: Training payroll teams to use active listening techniques is crucial. They should approach sensitive queries with patience, ensuring the employee feels heard. Role- playing common scenarios during training sessions allows professionals to practice tactful responses. Additionally, fostering an understanding of confidentiality and sensitivity ensures
employees feel respected and valued during these interactions.
a culture of trust, growth and continuous improvement, where ownership is valued and blame has no place. LH: We simply avoid blame culture. We instil a virtue of the team against the problem, not the team against each other. This is done by empowering team members through training on areas they need help in, to face any mistakes with proactive, corrective action and the encouragement to support each other. No one becomes better when they’re shamed for their mistakes, and blame culture only serves to encourage those in fear of making mistakes into hiding them. By encouraging team members to be open and honest without fear of shame, ownership of mistakes comes naturally. BS: Fostering a culture of accountability involves emphasising learning over punishment. Mistakes should be viewed as opportunities for growth, with open discussions addressing the root causes, rather than pointing fingers – encouraging team members to share insights openly and take initiative. Encouraging collaboration on solutions and celebrating milestones as a team builds trust and collective ownership. n
How do you create a culture where team members take ownership without fear of blame when mistakes happen? BC: There’s a term, ‘psychological safety’, which describes the belief that you can speak up, take risks, make mistakes and be your authentic self at work without fear of embarrassment, punishment or retaliation. To my mind, this is what every workplace should offer. Mistakes should be shared, not shamed. The environments I have learned the most in have been those where leaders aren’t afraid to acknowledge their own mistakes. That kind of openness is rare, but it shouldn’t be. Now I’m stepping into more leadership opportunities, I make it clear that mistakes are inevitable in any complex environment. I talk openly about my own, because when leaders show vulnerability, it empowers the team to do the same. We approach errors as learning opportunities, encouraging open discussion about what happened and how to prevent it in future. This creates
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| Professional in Payroll, Pensions and Reward | July-August 2025 | Issue 112 28
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