As leaders, we often pride ourselves on fostering environments where our teams feel comfortable taking risks, speaking their minds, and even admitting mistakes. We read the articles, attend the workshops, and genuinely believe we’re building psychologically safe workplaces. But what if the reality on the ground is different from our perception? What if, despite our best intentions, our teams aren’t as psychologically safe as we think they are?
Psychological safety, at its core, is a shared belief held by members of a team that the team is safe for interpersonal risk-taking. It’s about feeling free to be yourself without fear of negative consequences to your self-image, status, or career. And while many leaders aim for this ideal, several subtle, and not-so-subtle, factors can erode it without us even realizing.
The Illusion of Openness: When Silence Isn’t Golden
One of the most common pitfalls is mistaking silence for agreement or comfort. You hold a meeting, ask for feedback, and hear nothing but crickets. You might think, “Great, everyone’s aligned!” But often, that silence isn’t a sign of consensus; it’s a symptom of fear.
Perhaps team members have learned from past experiences that speaking up can lead to being shut down, publicly challenged, or even subtly penalized. Maybe their ideas were dismissed, or they were labeled “negative” for raising concerns. Over time, this teaches people to self-censor. They’d rather stay quiet and safe than risk the discomfort or perceived career damage of speaking their truth. The loudest voice in the room isn’t always the wisest, and if only the most confident or agreeable voices are heard, you’re missing out on a wealth of insights and diverse perspectives that could be crucial for innovation and problem-solving.
The “Good Idea Fairy” Syndrome: Is Your Input Truly Valued?
Do you, as a leader, inadvertently dominate discussions or jump straight to solutions? While having a strong vision is essential, constantly being the source of all “good ideas” can stifle your team’s creativity and initiative. If team members perceive that their contributions are merely a formality before you unveil your own solution, they’ll stop investing genuine effort in developing their ideas. Why bother, if the outcome is predetermined?
This can manifest in subtle ways: interrupting, finishing someone’s sentences, or quickly moving on from a team member’s suggestion without truly exploring it. When people feel their input isn’t genuinely valued or considered, they disengage. They might nod along and appear agreeable, but they’re not truly bought in, and the wellspring of their creativity and critical thinking dries up.
The Shadow of Perfectionism: No Room for Error
In many organizations, there’s an unspoken expectation of perfection. Mistakes are seen as failures, not learning opportunities. This can be particularly true in high-stakes environments. While aiming for excellence is admirable, an environment that punishes mistakes severely can cripple psychological safety.
When the cost of error is high—whether it’s public reprimand, demotion, or even job loss—people will naturally avoid taking risks. They’ll stick to what’s safe and familiar, even if it’s not the most efficient or innovative path. They’ll hide errors instead of reporting them, leading to larger, unaddressed problems down the line. A truly psychologically safe team understands that mistakes are inevitable parts of the learning process and focuses on what can be learned from them, rather than who can be blamed.
Unaddressed Conflict and Undermining Behaviors
Psychological safety isn’t just about the leader’s behavior; it’s also about how team members interact with each other. If there’s unaddressed conflict, passive-aggressive behavior, or even outright undermining within the team, psychological safety will suffer.
Are there individuals who consistently interrupt others, make disparaging remarks, or take credit for others’ work? If these behaviors are allowed to fester, the team learns that such conduct is acceptable, and those on the receiving end will naturally withdraw and protect themselves. Leaders must actively address these dynamics, setting clear expectations for respectful interaction and holding team members accountable when those expectations are not met. Ignoring the elephant in the room only makes it bigger and more destructive.
The Leader’s Weak Spot: Perceptions vs. Reality
Perhaps the most significant reason your team isn’t as psychologically safe as you think is the leader’s own weak spot. Our perceptions are often skewed by our intentions. We intend to create a safe space, so we believe we have. However, the impact of our actions, and the culture we inadvertently cultivate, can be vastly different from our intentions.
To truly understand the psychological safety of your team, you need to actively seek out honest feedback, even when it’s uncomfortable. This means creating channels for anonymous feedback, conducting one-on-one check-ins where you genuinely listen, and observing team dynamics without preconceived notions. It also means being vulnerable yourself – admitting your own mistakes and showing that it’s safe to be imperfect.
Building psychological safety isn’t a one-time initiative; it’s an ongoing commitment. It requires continuous effort, self-awareness, and a willingness to confront uncomfortable truths. By honestly evaluating these potential pitfalls, you can begin to bridge the gap between your intentions and your team’s lived experience, ultimately creating a truly safe and thriving environment.
What are some specific challenges you’ve faced when trying to engage front-line workers in allyship and inclusion? Check out Next Pivot Point’s training resources for psychological safety.