Creating psychological safety in teams

Yesterday, I facilitated a session on coaching leadership, where psychological safety came up. This topic is essential for any organisation aiming for more effective collaboration, innovative ideas, and a culture in which people feel safe to share their views and concerns. Creating psychological safety is critical to how teams function — but how do you put this into practice? How do you ensure that team members feel heard and valued, that they can share ideas, concerns, and mistakes without fear of repercussions, while still maintaining a strong focus on quality and results?

What is psychological safety?

Psychological safety is a term first introduced by Amy Edmondson. It refers to a work environment in which people feel safe to speak up, admit mistakes, and share new ideas, without fear of negative consequences such as criticism or rejection. It forms the foundation for open, honest, and constructive communication within a team. Teams that experience psychological safety perform better because members feel free to take risks and explore new solutions (Edmondson, 1999).

How do you increase psychological safety?

Now that we understand what psychological safety is, the question becomes: how do you strengthen it in practice? Below are several concrete behaviours you can apply to create a psychologically safe environment:

1. Ask open questions
   By asking open questions, such as “What do you think?” or “Do you have other ideas?”, you invite others to share their perspectives. This shows that you value their input, encouraging them to speak up without fear of criticism or negative consequences.

2. Give positive feedback
   Acknowledging contributions and effort is essential for increasing engagement and motivation. Provide positive feedback regularly, even for small contributions, so team members feel valued and are more inclined to participate actively in discussions.

3. Show vulnerability yourself
   Leaders who share their own uncertainties or mistakes create an environment in which others feel safe to do the same. By showing vulnerability, you signal that it is acceptable not to have all the answers or to be perfect. This encourages others to share their vulnerabilities as well, leading to deeper trust within the team.

4. Listen actively
   Active listening is a powerful way to strengthen psychological safety. Show genuine interest in what others are saying and reflect back to confirm your understanding. This helps people feel heard and encourages them to share more.

5. Create space for dialogue
   A safe work environment is one in which people feel free to express differing views in a respectful way. Encourage diverse perspectives and create space for open dialogue, where all team members feel valued. This strengthens collaboration and enables a productive exchange of ideas.

6. Stay calm and constructive
   As a leader, you set clear boundaries to keep the focus on the shared goal. In conversations that may feel difficult or tense, it is important to remain calm and constructive. Maintaining a composed, solution-focused approach helps preserve safety, even when conflict or disagreement arises. Finding the balance between empathy for others’ emotions and setting clear limits is essential. When emotions run high, they need to be acknowledged and given space, while still being clear about what is expected from the team. Emotional management plays a key role here: by being aware of your own emotions and those of others, you can guide the conversation back towards a constructive outcome.

Leaders who cultivate psychological safety lay the foundation for teams in which everyone feels heard and supported. By encouraging open communication, embracing vulnerability, listening actively, and creating space for dialogue, leaders can build an environment where innovation, collaboration, and personal growth can thrive. It requires conscious effort and consistent behaviour, but the result is a team that not only performs better, but also feels connected and valued.

Sources:

• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.