Psychological Safety at Work

Dr. Amy Edmondson, a Harvard business professor coined the term psychological safety and defined it as “a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.” Psychological safety is important in the workplace because people who feel respected and valued at work are more productive. They are more likely to take risks, engage in problem-solving, and take initiative. Managers have the important responsibility of building psychological safety for their team through fostering positive working relationships and modeling candor and vulnerability. This guide will provide tips for increasing the level of psychological safety in your organization.

Model Candor: You set the tone for your employees by how you communicate. When you communicate openly and honestly you invite others to do the same.

Practice Vulnerability: You want your employees to relate to you as their manager and as a person. Show them that you make mistakes, need help, and are influenced by others.

Manage your emotions: It’s important to not take your employees’ words and actions personally. There is a fine line between being influenced by others and letting others control you. Instead of getting defensive, practice validating others and asking questions.

Be approachable: Your employees will not come to you unless you prove that you are emotionally safe, available, and reliable. You can do this by asking them how they are feeling about work, following up on conversations, and consistently checking in with them.

Invite Perspective: People want to feel valued and respected. Invite your employees to share their opinions, ideas, and problems. Ask open-ended questions during meetings. Seek out specific people for certain projects. Express directly, “I value your opinion on this.” Use different methods and meeting styles to gather feedback and opinions.

Encourage disagreement: Healthy disagreement is a vital part of good teamwork. You can encourage disagreeing viewpoints by expressing curiosity when others disagree with you. Say something like, “I think that’s a valid perspective. Unpack it for us.”

Focus on what really matters: When your employees vent, try to listen for what really matters to them. Ask yourself ‘what is this really about?’ then see if you can engage your employees with a thought-provoking question to help them figure out what the real issue is. “I’ve heard you talk about this several times. What do you think is at the core of this for you?”

Recognize your role: As a leader, your opinion weighs more than your direct reports. Be mindful of when you offer your viewpoint and pay attention to how people are perceiving you.

Be Patient: Change takes time. It is possible to shift the culture of your organization, but it will take time, effort, and intention. Focus on taking small steps, and eventually you’ll see progress.