#19 - How to Build a Little More Psychological Safety

#19 - How to Build a Little More Psychological Safety

Welcome to the 19th edition of The MAD Performance Newsletter, in which I'll share thoughts and resources that can help you towards a more Mindful and Deliberate way of approaching life, leadership, learning and high performance.


Last month, I reflected on what I think when I hear leaders say, "You can have too much psychological safety."

If you haven't already, check out #18 to see why I think that is a nonsense.

Psychological safety is essential for creating a high-performing, collaborative team. It ensures that every member feels comfortable sharing ideas, concerns, and feedback without fear of judgement or punishment. True psychological safety isn’t about avoiding difficult conversations or letting poor behaviour slide—it’s about fostering an environment where open, respectful dialogue thrives.

Here are five ideas that leaders can use to build more authentic psychological safety within their teams.

1. Model Vulnerability and Accountability

Leaders set the tone for psychological safety by being transparent about their own mistakes and learning experiences.

How to do it & what to say:

In meetings, share personal examples of when you’ve made mistakes and what you’ve learned.

  • “I want to share something I got wrong this week and the lesson I took from it.”
  • “Looking back, I realise I could have handled that better. Here’s what I’ll do differently next time.”

By openly admitting mistakes, you show that errors are opportunities for growth, making it easier for your team to follow suit.

2. Encourage Healthy Conflict

Healthy disagreement is a crucial part of innovation and problem-solving. Leaders should create a space where different viewpoints are not only welcomed but encouraged.

How to do it & what to say:

During discussions, ask for alternative perspectives using phrases such as:

  • “Does anyone see this differently?”
  • “Let’s hear from someone who disagrees. We need to explore all angles.”

When conflict arises, frame it as positive:

  • “Great, this difference in opinion is exactly what we need to push this idea forward.”

By encouraging debate, you help your team see disagreement as a normal, productive part of collaboration.

3. Invite Feedback—And Act on It

To build psychological safety, leaders must actively invite feedback and demonstrate that it leads to positive changes.

How to do it & what to say:

Ask specific questions to prompt feedback, like:

  • “What can I do better to support the team?”
  • “Are there processes we could improve?”

After receiving feedback, follow up with:

  • “Thank you for that suggestion. Here’s what we’ll change based on your input.”
  • “I’ve reflected on your feedback and plan to implement [specific action].”

When team members see that their input leads to tangible outcomes, they’ll feel more encouraged to contribute openly.

And don't be afraid to say why you can't act on feedback. People are often more interested in whether they've been heard and valued, then whether or not their idea actually gets up.

4. Create Clear Communication Norms

Establishing communication guidelines helps maintain respect and clarity in discussions, reinforcing an environment where everyone’s voice is valued.

How to do it & what to say:

At the start of a project or meeting, set expectations for communication using phrases such as:

  • “Let’s make sure everyone has a chance to speak without interruption.”
  • “We’re focusing on improvement here, not blame.”

When delivering feedback, be constructive:

  • “I noticed [specific behaviour]. I think it could be more effective if we tried [alternative]. What are your thoughts?”

Norms create a foundation for honest and productive conversations, ensuring that feedback is both respectful and action-focused.

5. Acknowledge Contributions Publicly

Public recognition of team members’ input reinforces psychological safety and encourages continued openness.

How to do it & what to say:

During meetings or in written communication, acknowledge when someone offers valuable feedback or raises a concern:

  • “I really appreciate how Jarome pointed out that issue in our process—it’s exactly the kind of input we need.”
  • “Ali's suggestion last week led to great changes in our approach to this task.”

By publicly recognising contributions, you reinforce the value of speaking up, making it clear that every team member’s input is important.

Thanks for sharing, such simple things, thanks for sharing Dan

Wayne Brown

I help Businesses Achieve Sustainable Growth | Consulting, Exec. Development & Coaching | 45+ Years | CEO @ S4E | Building M.E., AP & Sth Asia | Best-selling Author, Speaker & Awarded Leader

2mo

Thank you for sharing! A single good habit can turn an ordinary team into an unstoppable force!

Mick Walsh

Best-selling Personal and Academic Growth Author, Coach and Speaker at the Learning Curve Personal and Academic Growth and Wellbeing Program

2mo

Thanks Dan, great down to earth perspectives to create pathways for not only psychological safety, but also, personal and professional growth.

Chinazom Sunny Nwabueze ICF MBA FRM

CEO @ Dreamcatchers Performance | ICF-Certified Executive Coach | Leadership Simulations | Driving ROI & Transformational Growth | Executive Development Strategist

2mo

Always great to learn how to increase this, especially in times of chaos/crisis

To view or add a comment, sign in

More articles by Dan Haesler

  • #21 - Another Year in the Books

    #21 - Another Year in the Books

    Welcome to the 21st edition of The MAD Performance Newsletter, in which I'll share thoughts and resources that can help…

    2 Comments
  • #20 - Visualisation: A Tool for Success at Work

    #20 - Visualisation: A Tool for Success at Work

    Welcome to the 20th edition of The MAD Performance Newsletter, in which I'll share thoughts and resources that can help…

    1 Comment
  • #18 - The Myth of 'Too Much Psychological Safety"

    #18 - The Myth of 'Too Much Psychological Safety"

    Welcome to the 18th edition of The MAD Performance Newsletter, in which I'll share thoughts and resources that can help…

    4 Comments
  • #17: Pressure & Narrative

    #17: Pressure & Narrative

    Welcome to the 17th edition of The MAD Performance Newsletter, in which I'll share thoughts and resources that can help…

  • #16: Seinfeld & Productivity

    #16: Seinfeld & Productivity

    Welcome to the 16th edition of The MAD Performance Newsletter, in which I'll share thoughts and resources that can help…

    2 Comments
  • #15: Stress? It's more good than bad...

    #15: Stress? It's more good than bad...

    Welcome to the 14th edition of The MAD Performance Newsletter, in which I'll share thoughts and resources that can help…

    1 Comment
  • #14: Fostering Psychological Safety in Teams

    #14: Fostering Psychological Safety in Teams

    Welcome to the 14th edition of The MAD Performance Newsletter, in which I'll share thoughts and resources that can help…

    3 Comments
  • #13 - How to Wind Down

    #13 - How to Wind Down

    Navigating the demands of everyday life, filled with endless to-dos and digital distractions, makes shutting down at…

    2 Comments
  • #12: The Power of Journaling

    #12: The Power of Journaling

    Welcome to the 12th edition of The MAD Performance Newsletter, in which I'll share thoughts and resources that can help…

  • #11: Mindfulness Without Meditation

    #11: Mindfulness Without Meditation

    Welcome to the 11th edition of The MAD Performance Newsletter, in which I'll share thoughts and resources that can help…

Insights from the community

Others also viewed

Explore topics