Have you ever been in a situation in your work life, where you share an out-of-the-box idea and instead of nods or curiosity, it was met with an awkward silence, scepticism, or criticism? It only takes one moment like that for a team member to think, “OK, I’ll just keep my head down next time”.
Psychological safety is the invisible force that determines whether people speak up or shut down in work environments. Coined by Harvard professor Amy Edmondson, psychological safety refers to a shared belief that it’s safe to take interpersonal risks like asking a question, admitting a mistake or challenging the status quo, without fear of embarrassment or punishment.
In environments where psychological safety is high, people are more engaged, more creative and more productive. In these environments, feel secure enough to show up fully and feel secure to work to their full creative potential. For leaders, having a culture where people feel safe is not just a feel-good concept, it’s good for overall performance.
The link between safety and performance
In 2015, Google’s internal research project “Project Aristotle” set out to discover what made some teams thrive while others floundered. The number one factor turned out to be psychological safety. It mattered more than individual brilliance, diversity, tenure or strong management. Teams with high psychological safety were more likely to embrace diverse ideas and perspectives, bounce back from setbacks and feel more confident working towards achieving complex goals.
When people feel safe, they take initiative. They offer ideas before they’re fully formed and catch mistakes early. They collaborate more authentically and recover from failure faster. In short, psychological safety turns talent into performance.
What erodes psychological safety
Before we look at how to build it, it’s worth noticing what breaks it down. Common culprits include:
- Public blame or shaming when mistakes are made
- Interrupting or dismissing people in meetings
- A culture of perfectionism that penalises trial and error
- Hierarchical barriers that make it hard for junior staff to speak up
Even well-meaning leaders can send the wrong signals if they aren’t paying attention. A sigh during someone’s comment, a joke that undercuts a suggestion or obvious impatience during a brainstorm can all lead to shutting people down.
Steps leaders can take to build psychological safety
Creating a psychologically safe environment is an ongoing practice. Here are a few practical steps leaders can take:
1. Model vulnerability
When you admit what you don’t know, share a failure or ask for feedback, you normalise that behaviour for others and set the right tone. It signals that not having all the answers is okay and even expected.
2. Respond with curiosity, not judgment
When someone challenges an idea or points out a problem, resist the urge to defend or correct immediately. Instead, ask questions like, “Can you tell me more about your thinking?” or “What do you see that I might be missing?”
3. Encourage inclusive voice
Don’t just ask for ideas, make space for them. Invite quieter people into the conversation. Try going around the table to hear from everyone or using anonymous input tools when appropriate.
4. Celebrate risk-taking
Recognise and reward the process, not just the outcome. When someone takes a smart risk, even if it doesn’t work out, highlight the courage and learning behind it to make experimentation a positive thing.
5. Check the temperature regularly
Make psychological safety a standing agenda item. Ask questions like: “What’s getting in the way of open conversation?” or “When was the last time someone spoke up with an uncomfortable truth?” Use anonymous surveys or pulse checks if needed.
Amy Edmondson’s work reminds us that psychological safety is essential in a successful organisation. In her book The Fearless Organization, she emphasizes that safety and accountability must go hand in hand.
As she puts it: “People must believe that if they make a mistake, others will not penalise or think less of them for it.” That belief sets the foundation for creative thinking and greater collaboration.
The most effective teams are the ones where people feel safe enough to share their ideas, disagree and debate them. That’s how new ideas emerge, and better decisions get made.
Leaders need to bear in mind that psychological safety is a strategy and with it can give a company the creative edge they need to stand apart from the rest.
What has your leadership team been doing lately to make people feel safe enough to do their best, most creative work?
I’d love to help you and your team work better together.
Don’t hesitate. Get in touch today.
Rod Matthews