Sometimes it’s not the grand strategies or the loudest innovative ideas that make the decisive difference. Instead, it’s a questioning look. An honest “I don’t know.” Or the feeling of having been truly heard.
Psychological safety is one of those topics that starts quietly – and stays quiet if we don’t take it seriously. Yet it has the power to fundamentally change the way we work together. Teams that feel safe perform better, are more creative and resilient. And they simply enjoy their work more.
But how does psychological safety evolve? And what specific actions can we take to promote it in our daily work? The answer is both simple and challenging: we must all become the change we wish to see.
What psychological safety really means
Let’s start at the beginning. Psychological safety does not mean that everything always runs smoothly. Or that no one criticises anyone else anymore. On the contrary. It is the basis for honest exchange to be possible in the first place – without fear of shame, rejection or punishment.
The term was coined by Harvard professor Amy Edmondson and describes the inner conviction that one can express one’s opinion, ask questions and admit mistakes without fear of negative consequences. It sounds simple. In reality, however, it is often a challenge – especially where there are power imbalances, where hierarchies set the tone or where mistakes are seen as weakness.
The good news? Psychological safety is not an imaginary end state. It is something that grows – when people are willing to show up, listen, take responsibility and invite others to do the same.
Five doors we can open
There are various levers we can use to strengthen psychological safety within the team. And they all start with ourselves.
1. The courage to communicate genuinely
How often do we believe we are being ‘open’ in conversations – without even noticing that we have long since entered a defensive mode? Genuine openness begins when we are prepared not only to tolerate other points of view, but to actively seek them out. When we say: “What am I overlooking?” or “Help me to understand this better.”
It also means showing vulnerability. Not as a weakness, but as an invitation. Anyone who says,
By the way: humour helps. People who can laugh at themselves build bridges more quickly. Laughter activates our brain’s reward system and promotes learning processes. It creates a sense of lightness – especially in challenging situations.
2. Listen to understand – not to respond
Sounds like something from a coaching calendar quote? But it’s essential. Because in a world full of to-do lists, deadline pressure and digital overload, genuine listening has become almost a rarity.
Psychological safety thrives when people feel seen and understood. And that starts with someone really listening. So don’t jump straight in with a solution, don’t interrupt, don’t check your emails at the same time – just be present. With your body, mind and heart.
A little trick: repeat what you have understood in your own words. Ask questions if anything is unclear. And pay attention to what is not said – to pauses, facial expressions and body language. Often, that is where the real message lies.
3. Don’t suppress emotions – consciously control them instead
Many managers grow up with the belief that “emotions have no place at work.” But this is not only unhealthy – it is also unwise. Because emotions are always there. The question is whether we suppress them or deal with them consciously.
Psychological safety also arises from how we deal with our own reactions. Let’s take an example: a critical comment in a meeting catches you off guard. Instead of immediately firing back or retreating inwardly, pause for a moment. Take a deep breath. Name the feeling for yourself (“I’m irritated, maybe even hurt”). And then consciously decide how you want to respond.
This ability to manage one’s emotions is a real culture booster. After all, those who take their emotions seriously but do not allow themselves to be overwhelmed by them radiate confidence – and make it easier for others to do the same.
4. Removing the stigma of mistakes – opening up learning spaces
Mistakes are nothing to be ashamed of. They are the ticket to learning. And yet many of us try to avoid or cover them up – for fear of losing face.
The attitude of the manager is crucial here. Is failure seen as a setback – or as a valuable source of insight? Is the focus on finding someone to blame – or on finding solutions? Is the focus on looking back – or on opening up new perspectives?
One powerful method is known as “premortem”: before a project begins, the team sits down together to consider what could go wrong and how they would deal with it. This not only reduces risk, but also normalises talking about potential mistakes. It creates psychological security before the first mistake has even happened.
And when things don’t go well? Talk about it – openly, honestly and without drama. Show what you’ve learned. Celebrate the learning curve, not just the result.
5. Truly embracing diversity – not just on paper
Diversity has long been a declared goal in many companies. But diversity alone is not enough. The decisive factor is whether everyone is heard – regardless of status, origin, gender, personality or job role.
Equity and inclusion mean creating conditions in which every voice counts. This requires rules, rituals and space. For example: no one speaks a second time until everyone has had a turn. Or: in meetings, a “guardian of inclusion” is appointed to ensure that everyone is involved and no one is left out.
Also important: ask for feedback. After every meeting. Ask: “How did you feel?” “Did you have enough space to contribute?” These questions show that it’s not just about content, but about relationships. And trust.
And now? A small beginning with a big impact
Psychological safety is not a goal that you achieve once and then tick off your list. It is a living process. A constant balancing act between courage and mindfulness, between me and us.
The first step often begins more quietly than one might think: with a question. By allowing oneself to feel. With an honest, “Tell me more.”
Perhaps that is precisely the greatest lever for change: recognising that we do not have to wait for ‘the organisation’ to change. Instead, we ourselves can be part of the change – with every conversation, every gesture, every day.
Because in a working environment where people feel secure, they have more confidence in themselves. And in a culture that values vulnerability rather than penalising it, there lies the power for genuine growth – both human and economic.
