I have written and spoken about psychological safety for many years, so a recent McKinsey article called “What is Psychological Safety?” caught my eye. The article was published in July 2023, and I was curious as to why it was posing that question.

Harvard Business Professor Amy Edmondson coined the term back in 1999, and since then the benefits of psychological safety in the workplace have been well established.

The McKinsey article makes the perturbing observation that whilst it is known that psychological safety has massive benefits to individuals, teams, and the organisation, it is also not the norm in most teams.

“… psychological safety is consistently one of the strongest predictors of team performance, productivity, quality, safety, creativity, and innovation. It’s also predictive of better overall health outcomes, as confirmed by social psychologists and neuroscientists.

Psychological safety is not a given and it is not the norm in most teams. In fact, a McKinsey Global Survey conducted during the pandemic indicated that the behaviours that create a psychologically safe environment are few and far between in leadership teams and organizations more broadly.”

According to a McKinsey survey, an overwhelming 89% of employee respondents, said that psychological safety in the workplace is essential.

What it is and what it is not?

Amy Edmondson believes psychological safety is a key factor in healthy teams. A leader’s job—whether at the top of an organization or somewhere in the middle—is to create a safe space for people to speak up, make mistakes, and bring their full selves to work. 

It means that employees feel safe to take interpersonal risks, speak up, disagree openly, raise concerns, give feedback, be vulnerable, and admit mistakes, without fear of any repercussion or reprisal.

Psychological safety is not about being nice or mollycoddling, it is not an alternative word for trust, it is not about tolerance of others, and it is not about removing accountability. It is not about wrapping people in bubble wrap and insulating them from threats and friction. It is not about overprotection.

Timothy R Clarke, in his book, “The Four Stages of Psychological Safety” describes a model of four stages of psychological safety that teams can move through.

1.     Inclusion Safety – members feel safe to belong to the team.

2.     Learner Safety – members can learn by asking questions.

3.     Contributor Safety – members feel safe to contribute their own ideas, without fear of embarrassment or ridicule.

4.     Challenger Safety – members can question others’ (including those in authority) ideas or suggest significant changes to ideas, plans, or ways of working

 If you are serious about measuring and increasing psychological safety, I strongly recommend you look at People Not Tech. They are the creator of a revolutionary software solution that measures and increases psychological safety to create high performance in teams.

If McKinsey is right and psychological safety is not the norm in most teams, what needs to be done?

Leadership development 

As I said in many previous newsletters, we leave the development of existing leaders and potential leaders far too late. Most people get placed into a people leadership position in their late 20s or early 30s. The first development they get is in their early 30s. So, for some, they have had over a decade of leading people without any guidance, support or leadership development.

Not only do their team suffer but they do too. Very few, if any, leaders get up in the morning declaring that they want to be a bad boss today. Most, if not all, leaders get up wanting to be the best they can be.

But without any development, they are left to flounder and seek out help from wherever they can find it. The only role model they may have had is the bad boss who went before them!

When left to fend for themselves, where do they start? How do they know what competencies and capabilities they should focus on developing? How do they know which competencies and capabilities to develop first so that they support the next ones that get developed? For example, you cannot learn to empathise or be a good coach, if you are not an active listener.

This is why there is no one-size-fits-all to leadership development programs. Each person needs different development as well as different delivery of learning.

Changes in behaviour do not occur overnight after one training course. A program of leadership development is needed to establish real change. The program must focus on the capabilities and competencies not only needed by the individual but also by the organisation.

The program must incorporate the learnings in the day-to-day work of the leader. This is where the outcomes of the learning become real – it is where the rubber hits the road. The leadership development program cannot just be a presentation of a slide deck over Zoom or in a conference room. The program must provide experiences that are emotional, sensory and create those ah-ha moments – the moments of realisation. Learnings are memorable when it is immersive, experiential, and engaging.

The program must also establish an environment of psychological safety where all participants feel safe to share their experiences, achievements, setbacks, fear and concerns, and vulnerabilities, without any fear of judgement, reprimand, or criticism.

This is where I advise organisations who realise they need to embark on leadership development to not take an off-the-shelf solution from a provider unless the provider has carried out due diligence ensuring that the solution deployed meets the needs of the leaders and the organisation. The provider should undertake an evaluation or assessment to ensure the program is tailored to the unique context, challenges, and culture of the organisation.

The impact of the development program must also be measurable at critical milestones to ensure everyone is on track to meet their individual and organisational goals.

Ground rules

In line with creating an environment of psychological safety, the delivery of the leadership development program should proceed with the agreement on some ground rules. Leaders cannot create an environment of psychological safety if they don’t know what it is.

Participants should be reminded of these ground rules (or the code of conduct as some may call it) at regular intervals during the program.

These are some examples of ground rules I may include in my programs noting that I get the participants to add and amend as they see fit, under my guidance. We discuss the ground rules and ensure everyone is on the same page, and everyone agrees to abide by them throughout the program.

1.     Respect. Listen to and respect others' points of view. You may not agree with what is being said but everyone has a voice and should be heard.

2.     Assume positive intent. Assume positive intent behind others' words or actions, even if you disagree with them.

3.     Understand. Listen with the intent to understand, not with the intent to reply. If you are composing a response, you are not listening.

4.     Safe space. This is a safe space to ask questions, challenge thinking, raise concerns, and be vulnerable. We practice psychological safety.

5.     Confidentiality and trust. What is shared during the program stays in the program.

6.     Fact-based sharing, Back your statements with factual information and personal experience rather than relying on unsubstantiated claims or wild assumptions.

7.     Respect boundaries. Be mindful of each other's personal boundaries and avoid pushing someone to share more than they are comfortable with.

8.     Be curious. Ask questions, seek clarity and be open to new ideas and perspectives.

9.     Embrace diversity. Respect and value diverse backgrounds, experiences, and opinions. This is an inclusive space where everyone feels welcomed and heard.

10.  Active listening: Be an active listener and give your full attention to who is speaking, without interrupting or judging.

11.  Constructive feedback. Provide feedback in a constructive and respectful manner, Focus on ideas and behaviours, not personal attacks.

12.  Reflection and application. Reflect on the program content and consider how you can apply the concepts and learning in your workplace. Share with the group.

13.  Solution orientation. Focus on identifying solutions and actionable steps you can take on your leadership journey rather than dwelling on problems or challenges.

14.  Step up, step back. Step up and contribute if you tend to be quiet. Step back and allow others to share their thoughts if you tend to dominate discussions.

15.  Community. Cultivate a supportive community by committing to support each other not only during the program but also outside of the program. Encourage, mentor, and collaborate, and be willing to offer help and guidance whenever it may be needed.

Be a realistic optimist

Creating an environment of psychological safety takes time. The program must remind participants of that and manage their expectations. Even Amy Edmondson said that creating psychological safety was more magic than science and that it was important for leaders to remember it is a climate that we co-create, sometimes in mysterious ways.

Being a realistic optimist means you recognise that psychological safety can be created but it will not be with the cast of a wand. It will take hard work and perseverance, but it can be done.

Leaders must learn to celebrate the setbacks as well as the successes. Setbacks are learning opportunities. Do not let them discourage you. They must have a growth mindset and view obstacles as stepping stones towards improvement rather than roadblocks.

Leaders should use their support network established within and outside the program to provide valuable insights, feedback, and encouragement when the going gets tough.

Be vulnerable and authentic

If leaders can admit their own shortcomings and how they have learned from their mistakes, it empowers others to feel safe to do the same. Leaders must understand that being vulnerable and admitting their mistakes does not diminish their leadership; instead, it strengthens it. It shows others that you are self-aware and committed to continuous improvement. Being vulnerable fosters empathy and trust among team members, facilitating deeper connections and more effective collaboration.

Vulnerability is a sign of courage. Leaders must embrace their authentic selves, acknowledging that they are human and prone to making mistakes.

Intentionally invite input

You can never assume that people will tell you what they are feeling or thinking. They may keep their ideas and opinions to themselves as they do not yet feel safe to do so. Leaders must intentionally invite them to speak up, encourage everyone to actively listen to what is being said, and acknowledge their contribution. Leaders must set the stage for participation by explaining why you want to hear from them, and why their opinion matters, and how it will contribute to positive outcomes.

Ask open-ended questions of people such as “How does this make you feel?”, “What do you think about this?”, “What challenges do you anticipate?”

Embracing conflict 

An environment of psychological safety is not about being nice to each other or avoiding difficult conversations. Psychological safety is about creating an environment where conflicting ideas and diverse perspectives are not only accepted but encouraged in a safe and respectful space.

Leaders must value open and honest communication, where team members feel comfortable expressing their thoughts, even when they differ from the prevailing opinions. Psychological safety enables individuals to voice their concerns, challenge assumptions, and share innovative ideas without fear of judgment or reprisal.

Embracing conflict in a safe space is not about avoiding disagreements, but rather, it's about handling them constructively. It means recognising that conflict can lead to growth and better outcomes when approached with respect and a willingness to understand one another.

Check-in

Leaders must conduct regular check-ins with team members to assess how they feel about the team environment. This allows them to identify potential issues and address concerns proactively.

This is all about continuous improvement. Leaders should encourage collaboration and teamwork. They should create opportunities for team members to contribute to the creation of an environment of psychological safety.

Sharing

Leaders undertaking leadership development and being enabled to establish psychological safety should share their learning and experiences with others. They must lead by example and be able to demonstrate the changes they have achieved. They must actively support others undertaking a similar development journey.

Conclusion

So do not expect an environment of psychological safety to just manifest itself. Leaders need development and support to enable it to happen. The most important thing leaders must do is to build trust within the team. This is the foundation of psychological safety and crucial in cultivating an environment where team members can rely on each other.