Psychological safety
In today’s fast-moving, complex business world, it’s not enough to simply hire smart people and hope for the best. What truly drives team performance isn’t just individual talent—it’s how safe people feel to speak up, take risks, and be themselves. That’s the essence of psychological safety, and it’s a concept every leader needs to understand and actively cultivate.
Coined by Harvard professor Amy Edmondson, psychological safety refers to a shared belief that the team is safe for interpersonal risk-taking. In plain terms, it means people feel comfortable admitting mistakes, offering ideas, asking questions, or challenging the status quo—without fear of embarrassment, rejection, or punishment.
Why does this matter?
When people feel psychologically safe, they engage more fully. They collaborate better. They innovate faster. Edmondson’s research shows that teams with high psychological safety are more effective and resilient. Google’s landmark "Project Aristotle" found it was the most important factor distinguishing their highest-performing teams.
The true value goes beyond team output. Psychological safety is the bedrock of a positive employee experience. It underpins trust, belonging, and well-being—all essential for motivation and retention. When people feel seen, heard, and respected, they bring their best selves to work. And when they don’t? Productivity drops, fear creeps in, and talent walks out the door.
So, how do we build it?
First, leaders need to model vulnerability. That means owning mistakes, asking for feedback, and showing it’s okay not to have all the answers. As Brené Brown reminds us, “Vulnerability is not weakness; it’s our greatest measure of courage.” When leaders lead with humanity, it gives others permission to do the same.
Second, create space for voices to be heard. This means inviting input from everyone—not just the loudest or most senior in the room. Try asking open questions like, “What’s your take?” or “What are we missing here?” It also means acknowledging contributions with appreciation, not judgement.
Third, respond constructively to failure. Mistakes are inevitable in any ambitious organisation. But how we respond shapes our culture. Use missteps as learning opportunities, not blame games. This builds trust and drives continuous improvement.
Finally, invest in inclusive leadership. Psychological safety doesn’t exist in a vacuum—it’s deeply affected by identity and power dynamics. Leaders must actively recognise and mitigate bias, ensuring everyone feels safe, not just those who look or sound like them.
Creating psychological safety isn’t a ‘nice to have’. It’s a commercial imperative. In high-growth, high-pressure environments especially, it can be the difference between thriving teams and burnt-out ones. It turns compliance into commitment, silence into innovation, and isolation into collaboration.
At its heart, this is about people—and people experience is business performance. When we create the conditions for people to feel safe, we unlock their full potential. And when people thrive, so do organisations.
Let’s lead in a way that enables courage, not conformity. Because the future belongs to workplaces where everyone feels safe enough to speak up—and bold enough to build something better.
