The Thing Leaders Get Wrong About Psychological Safety

Psychological safety…why culture alone isn’t enough

Psychological safety, an oft used buzzword when discussing cultures, is the belief that we won’t be penalised or humiliated for speaking up, taking risks, or making mistakes.

In great teams, it’s the foundation for open communication, innovation, wellbeing and performance.

But leaders, if you think you’re providing it with empowering manifestos and a healthy set of values…you’re missing half the story.

Yes, you should be creating an environment that champions openness and safety. But here’s the uncomfortable truth: culture alone isn’t enough.

A culture can only foster psychological safety to the extent that its members are able to engage with it, and that needs ongoing support. Emphasis on ongoing.

Put simply, if an individual lacks confidence, fears conflict, or isn’t able to step into discomfort, psychological safety will always feel out of reach, no matter how strong the culture or its values.

So as a leader, ask yourself:
- How do we reshape internal narratives that hold people back?
- How do we help people build the confidence to speak up, take risks, and engage in conflict?
- Are we providing the right coaching, mentorship, and support to help individuals step into, and actively create, psychological safety?

Values and behaviour setting is just the start.

Meet members where they are and explore where their internal manifestos and stories clash with the team's.

That's actively bringing them into the culture. And that's when real, powerful psychological safety can be created.

When everyone owns it.

How do you think about psychological safety in your team?

P.s, Ted Lasso, now there's a guy who knew a thing or two about psychological safety.