Psychological safety is a critical component of a healthy and effective workplace. It’s the feeling that you can speak up, share ideas, voice concerns, and admit mistakes without fear of retribution or ridicule. When leaders cultivate this environment, teams are more innovative, collaborative, and resilient. But despite its importance, many leaders expect their employees to speak up without addressing the reality of psychological safety in their teams.
Why Leaders Expect People to Speak Up
Leaders often assume that their teams will naturally speak up because it seems like a simple, logical behaviour. After all, in many organisational cultures, openness and transparency are celebrated values. However, this expectation overlooks a key truth: psychological safety does not happen automatically. Leaders might believe that if they are approachable and have an “open-door policy,” it’s enough to encourage people to voice concerns. But these surface-level efforts rarely address the deeper dynamics that influence whether people feel safe to speak.
Many leaders themselves are uncomfortable with dissent or criticism, even if they don’t realise it. This unconscious bias can manifest in subtle ways, like dismissing concerns, interrupting, or offering defensive responses when challenged. Leaders may also rely on hierarchical structures that emphasise authority and control, unintentionally stifling open communication.
The Reality of Psychological Safety in the Workplace
Psychological safety is not just about being nice; it’s about creating a culture where employees feel secure enough to take interpersonal risks. Research by Amy Edmondson, a leading expert in psychological safety, shows that employees often remain silent when they perceive their environment as punitive or dismissive of concerns. This fear of being judged, marginalised, or blamed can prevent valuable information from surfacing, potentially leading to critical errors and missed opportunities for improvement.
In organisations where psychological safety is lacking, individuals might feel hesitant to question decisions, challenge the status quo, or suggest new ideas. This can result in a toxic cycle of silence where issues are ignored until they become crises. The irony is that while leaders may see silence as compliance or satisfaction, it often reflects disengagement and fear.
How Leaders Can Create Psychological Safety
Creating a psychologically safe environment is not about removing accountability or avoiding tough conversations; it’s about fostering a space where everyone feels heard, respected, and valued. Here are some practical ways leaders can foster psychological safety:
- Model Vulnerability and Humility: Leaders set the tone for their teams. By admitting mistakes, asking for feedback, and showing a willingness to learn, leaders demonstrate that it’s okay to be imperfect. This helps to reduce the stigma around admitting errors and encourages others to be more open.
- Actively Listen and Validate: Listening is more than just hearing words; it’s about understanding the underlying concerns and emotions. Leaders should practice active listening by acknowledging employees’ input, asking clarifying questions, and avoiding interruptions. Validation doesn’t mean agreeing but recognising the value of what is being said.
- Encourage Questions and Curiosity: A culture of inquiry is vital for psychological safety. Leaders should encourage questions and even challenge assumptions themselves to show that exploration and dissent are welcomed. Creating forums or structured opportunities for feedback can also help employees feel more comfortable speaking up.
- Address Unproductive Behaviours Immediately: Dismissing or ridiculing ideas, even subtly, can have a chilling effect on psychological safety. Leaders must be vigilant about the behaviours that undermine a safe environment, whether it’s from themselves or others, and address them promptly.
- Provide Structure for Voice: Not everyone is comfortable speaking up in group settings. Leaders can create structured ways for employees to provide input, such as anonymous feedback tools, one-on-one check-ins, or small group discussions. This allows different personality types and cultural backgrounds to contribute meaningfully.
- Celebrate Candour and Reward Speaking Up: Publicly acknowledge when someone raises a concern or offers a different perspective. Recognise that speaking up is an act of courage and should be celebrated as a contribution to the team’s success.
The Cost of Silence
When psychological safety is absent, the consequences can be severe. Silence can lead to poor decision-making, prevent the identification of risks, and stifle creativity. In industries where safety is paramount, such as healthcare, aviation, or manufacturing, silence can even result in catastrophic failures.
A lack of psychological safety also contributes to employee burnout and disengagement. When people feel they cannot voice their concerns, stress levels increase, and job satisfaction plummets. Leaders who prioritise psychological safety are investing not only in their team’s well-being but also in the long-term success of their organisation.
Final Words
Leaders play a pivotal role in creating an environment where people feel safe to raise their voice of concern. It’s not enough to simply encourage speaking up; leaders must actively cultivate a culture of psychological safety by demonstrating vulnerability, listening actively, and creating structured ways for feedback. By addressing the deeper realities of psychological safety, leaders can build trust, enhance collaboration, and ultimately drive better outcomes for their teams and organisations.
When leaders expect people to speak up without addressing psychological safety, they overlook the fears and barriers that hold employees back. True leadership requires more than an open door; it requires an open mind and a commitment to creating a safe and inclusive environment for all voices to be heard.
This is why our Operating Without Harm (OWH) programmes have a psychological element at their core. Working on safety, risk or performance, I see results transformed when management develop skills and genuine commitment to creating a safer culture. For this reason alone, ‘ticking the box’ solutions to culture should be a thing of the past.
