How to create psychological safety at work and why it makes a difference
Have you ever felt like you had something to say during a meeting but held back because you felt you might be judged?
Or you are struggling with a task at work and need help but are afraid to voice out for fear that your boss will think less of you?
These are possible signs of a workplace with poor psychological safety.
Harvard Business School professor, Amy Edmondson, describes psychological safety as a shared belief that the team is safe for interpersonal risk-taking. In other words, in a psychologically safe environment, team members feel comfortable speaking up, sharing their ideas, asking questions, and voicing concerns without fear of negative consequences such as embarrassment, humiliation, or punishment.
Why psychological safety matters
Creating a psychologically safe workplace is key to team success.
Research has shown that psychological safety has many positive impacts on an organisation, such as:
Employee well-being - When employees feel a sense of security and safety in being able to voice their opinions and concerns, it reduces stress and anxiety, leading to better mental health outcomes.
Team performance - When employees feel psychologically safe, they are more likely to collaborate effectively, share knowledge, and engage in constructive conflict resolution, resulting in improved team performance and productivity.
Innovation and creativity - A psychologically safe environment encourages team members to express new ideas, challenge the status quo, and experiment with new ways of working, without fear of failure, fostering creativity and innovation within the organisation.
Learning and development - Psychological safety fosters an environment of openness, where individuals are more inclined to seek feedback and participate in continuous learning and development.
Error management - When employees feel safe to voice concerns and mistakes, this enables an organisation to better manage errors and failures, and encourage accountability and transparency, rather than a “blame culture”. Mistakes are not seen as failures, but rather as learning opportunities.
How you can create psychological safety at work as a Leader
Leaders in an organisation play a critical role in enabling psychological safety in the workplace as they are seen as role models and have the authority to establish norms and expectations in the organisation.
If you are a leader or manager, here are 6 actionable ways of how you can create psychological safety at work and lead to better performing teams:
#1 Encourage open communication
Building a culture of open communication is often the first step towards psychological safety.
Actively encourage team members to speak up, ask questions, share ideas, and express concerns without fear of judgment or reprisal. To cater to those who may not feel comfortable speaking up in front of others, ensure that employees have access to different communication channels, such as email, direct messaging, or one-on-one sessions. Establishing an “open door policy” can also signal to employees that their opinions are valued and help build team morale and trust.
Take steps to establish an environment of open communication to lay the foundation for psychological safety.
#2 Establish norms of mutual respect
As a leader, you are in a unique position to establish norms in the workplace.
Set expectations and ground rules based on mutual respect for how meetings and discussions are run. For example, have one discussion at a time, respect other’s opinions, give everyone a chance to speak, or provide constructive feedback to team members. Make it a point to establish this before every meeting, or better still, include it in your workplace policy.
By explicitly promoting psychological safety as a core value and rewarding behaviours that contribute to it, leaders can create a supportive environment where employees feel empowered to speak up and share their ideas.
#3 Acknowledge fallibility
Mistakes and failures are but a part of life.
Leaders can acknowledge their own fallibility and mistakes. Share with the team examples of your past mistakes and the lessons learned from them. This helps to create a culture where errors can be seen as opportunities for learning and improvement rather than as personal failures.
Show that leaders too, might make mistakes but can learn and bounce back from them.
#4 Respond constructively to feedback
It is easy to brush aside feedback if you are a leader, especially where leaders are seen to be experts in the field and always have to have the right answers.
But there is always something to learn from every experience. Show how you respond constructively to feedback, and keep an open mind to different viewpoints. For example, you can listen actively, and ask clarifying questions. Even if you don’t agree at first, don’t get defensive, take time to deliberate instead of reacting on the spot. You might find some areas that you can take action to improve.
See feedback as an opportunity for growth and improvement.
#5 Provide support for learning and growth
Providing opportunities and resources for learning and growth helps team members feel empowered to take charge of their own growth.
Leaders can provide resources and training to help team members build their skills and confidence. For example, you can provide mentorship, coaching, or identifying courses and training that will help your team members grow in certain areas. Help employees identify and chart their learning roadmap so that they can take ownership of their own development.
Empowering employees to take charge of their own development not only enhances their skills and capabilities but also fosters a culture of continuous improvement and personal development.
#6 Lead by example
Lastly, leaders have to walk the talk.
Leaders serve as role models whose behaviour sets the tone for the entire organization. Lead by example by showing how you embody psychological safety through your actions. Model positive behaviours by actively listening and giving constructive feedback.
When leaders demonstrate vulnerability, open communication, and empathy, they signal to employees that it is safe to express themselves and voice concerns.
Overall, leaders are central in shaping the organisational culture and climate, making them uniquely positioned to influence psychological safety in the workplace. By establishing open communication, prioritising psychological safety norms, and demonstrating a commitment to fostering a supportive environment, leaders can create conditions that enable employees to thrive, innovate, and feel empowered to contribute to organisational success.
For more resources on psychological safety, click here.
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