The concept of psychological safety was first identified by Amy Edmondson, who defines it as “a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk-taking.” Every organization has its own level of psychological safety—and it’s very likely that each person within that organization has a different opinion about how to measure it. It is safe to say that whatever the level is, though, it is always good for everyone if it were even higher. Fortunately, leaders can take specific steps to raise the psychological safety of their team members.
Prioritize it. Few would argue that psychological safety isn’t important. But an organization can define only so many things as a true priority. Leaders should communicate broadly that improving psychological safety is a goal, support (and fund) efforts from their HR and learning-and-development departments to build necessary skills, and work to make it part of the organization's culture.
Describe it. It is easy to issue the statement “Psychological safety is important.” For behaviors and perceptions to change, specific information is needed. Leaders should create a description of what psychological safety means, including examples (both good and bad) to illustrate its impact within the organization.
Expect it. When an organization makes psychological safety a priority and creates clear expectations about it, its leaders will begin exhibiting behaviors consistent with increasing psychological safety. Until an individual leader sees this as an important expectation, they may value psychological safety but not work to improve their own related behaviors.
Listen carefully. After stating the goal, leaders must be ready to listen. They will hear examples of when people feel safe—and when they don’t. They may start to get a clue about where in their organizations things are better or worse in this area. As importantly, the act of listening to understand is in itself a step toward creating a place where people feel heard and safe.
Be patient. Building psychological safety isn’t like flipping a light switch. If people haven’t felt safe in the past, one announcement, one workshop for leaders, or a month-long blitz won’t immediately change their feelings or perceptions. Increases to an organization’s psychological safety happen as people see a new set of behaviors become the new norm. And that takes place over an extended period of time—not overnight.
Creating a culture that feels safe to everyone is a worthwhile project. Companies that succeed in these efforts will enjoy higher retention; more collaboration, productivity, innovation; improved communication; and many other benefits.