“I think this aspect of psychological safety is probably one of the most interesting that I think about in terms of psychological safety. So first of all, most of us learn management from our managers. We learn what management looks like, we learn what management is through our own managers. And because of the way time and careers work, most of the managers that we have, certainly early in our career, are themselves fairly inexperienced, fairly junior managers. So there's this sort of feedback loop of inexperienced managers teaching inexperienced people how to be inexperienced managers. And so we don't always get exposed to the really, really competent managers and leaders until later on in our career. And that's when we realize, "Oh no, that's not the way we should do things.” - Tom Geraghty In this episode of Control the Room, I had the pleasure of speaking with Tom Geraghty about his journey helping make the world of work a safer, higher performing, more inclusive and equitable place.  He starts with reflections on microaggressions in the workplace.  Later, Tom shares why he helps organizations embrace emergence and experimentation.   We also discuss simple tips for finding the sweet spot between productivity and exploring.  Listen in for thoughts on how and why embracing discomfort and disagreement lead to higher performing teams.