Imagine a workplace where every team member feels safe sharing their ideas – even the unpopular ones. That’s psychological safety, and it’s an imperative for good decision making for every leader, as every leader is influenced by the voices or the silence of peers and direct reports alike.

It’s not enough saying you want open dialogue. Your actions as a leader must prove it.

So what is psychological safety? It’s a shared belief among team members that their contributions are valued and that speaking up won’t lead to embarrassment or punishment. When teams have it, they innovate more, collaborate better and make smarter decisions.

Here’s how to build psychological safety:

1. Model vulnerability: Share your own mistakes and what you learned from them. It shows that failure is part of the process.
2. Encourage participation: Actively invite feedback, especially from quieter voices.
3. Celebrate dissent: Treat opposing views as opportunities for deeper understanding, not threats to authority.

Psychological safety isn’t about wrapping your team in cotton wool. It’s about building an environment where the tough conversations can happen – and happen well. In a world that’s shifting under our feet, leaders need teams who can speak up, challenge thinking and re-direct fast. If you want agility, psychological safety isn’t optional – it’s your foundation.

C-Suite Leaders: Model vulnerability, encourage participation, celebrate dissent and encourage peers to do the same!

Risk Leaders: Educate leaders on the effects of psychological safety and help them build self-awareness of how their behaviours are helping or hurting.

I’d love to hear your insights.