How to Build Psychological Safety in the Workplace

Psychological safety has become one of the most important foundations of high-performing workplaces, yet it is still widely misunderstood. At its core, it is about creating an environment where people feel safe to speak up, share ideas, admit mistakes, and challenge the status quo without fear of embarrassment or blame. In a world of rapid change, hybrid working, and increasing pressure on leaders, organisations that prioritise psychological safety consistently outperform those that do not.

This blog post explores what psychological safety really means, why it matters, and how leaders can begin to build it in practice, drawing on the insights of world-class keynote speakers who help organisations turn intention into action.

Why is Psychological Safety Important for High-Performing Teams?

Psychological safety is essential for high-performing teams because it enables people to speak up, share ideas, and learn from mistakes without fear of blame or embarrassment. Research highlighted by Forbes shows that teams perform better when individuals feel trusted and respected, as this openness drives stronger collaboration, faster learning, and better decision-making. When psychological safety is present, employees are more willing to challenge assumptions, raise concerns early, and contribute diverse perspectives, all of which are critical for innovation and adaptability. Without it, teams often default to silence and risk avoidance, limiting performance and long-term success.

Source: Forbes

What Are the Signs of Low Psychological Safety at Work?

Signs of low psychological safety often appear in everyday behaviours and workplace dynamics. One clear indicator is when employees withhold their true thoughts or avoid speaking up, even on important issues, because they fear negative repercussions. Research shows that although 82% of employees say it is important to bring their authentic selves to work, only 42% feel they can, highlighting how many people feel unable to be open and honest at work. Other signs include minimal idea-sharing in meetings, reluctance to admit mistakes, frequent surface-level agreement without real dialogue, and disengagement from collaborative problem-solving. When people protect themselves rather than contribute, team learning and innovation suffer.

What are 10 Ways to Improve Psychological Safety at Work?

Here are the top 10 ways leaders can actively improve psychological safety at work and create environments where people feel confident to contribute, collaborate, and perform at their best.

1. Model Openness from The Top

Modelling openness from the top is one of the most powerful ways leaders can build psychological safety. When leaders openly admit mistakes, ask questions, and show that they do not have all the answers, they signal that learning matters more than ego. This behaviour gives others permission to speak honestly, share ideas, and raise concerns without fear of judgement. Teams take their cues from leadership, and when openness is visible at senior levels, it quickly becomes embedded across the culture. Leadership thinker Adam Grant frequently highlights that the most effective leaders are those who create space for dissent, curiosity, and continuous learning rather than projecting certainty at all costs.

2. Encourage Speaking Up and Listening Activley

Encouraging people to speak up and listening actively are critical to building psychological safety, yet many employees still feel unable to express themselves at work. Research shows that 20% of people say they cannot share their opinions without fear of negative consequences, meaning valuable ideas, concerns, and insights often go unheard. When leaders consistently invite input, ask open questions, and listen without interruption or judgement, they send a clear signal that contributions are valued. Over time, this behaviour builds trust, strengthens collaboration, and creates teams where people feel confident to challenge ideas, learn from mistakes, and perform at their best.

3. Respond Constructively to Mistakes

Responding constructively to mistakes is essential for building psychological safety because fear of blame quickly shuts down learning and performance. In psychologically safe teams, mistakes are treated as opportunities to reflect, improve, and strengthen processes rather than reasons for punishment. When leaders react calmly and focus on what can be learned, employees are far more likely to speak up early, flag risks, and take ownership of problems. Leadership expert Robert Sutton is well known for highlighting how fear driven cultures damage trust and effectiveness, while respectful, accountable leadership creates environments where people feel safe to learn, collaborate, and perform at their best.

4. Set Clear Expectations and Boundaries

Setting clear expectations and boundaries helps create psychological safety by reducing uncertainty and fear around what is expected of people at work. When roles, responsibilities, and standards are clearly defined, employees are more confident in making decisions, contributing ideas, and raising concerns without worrying about overstepping invisible lines. Psychological safety does not mean lowering expectations; it means creating clarity so people know where they stand and how success is measured. Leaders who communicate priorities consistently and fairly create an environment where trust can grow, accountability feels supportive rather than punitive, and teams are able to focus their energy on collaboration, problem solving, and high performance rather than self protection.

5. Reward Curiosity and Challenge

Rewarding curiosity and challenge is a powerful way to improve psychological safety because it shows employees that asking questions and exploring new ideas are encouraged, not punished. In environments where curiosity is supported, people feel more confident challenging assumptions, suggesting improvements, and learning from experimentation. This has a direct impact on performance, with research showing that organisations that actively support curiosity and learning are 52% more productive than those that do not. By recognising and rewarding inquisitive thinking, leaders create teams that are more engaged, innovative, and willing to contribute openly without fear of negative consequences.

6. Build Inclusive Meeting Practices

Building inclusive meeting practices is essential for psychological safety because meetings often determine whose voices are heard and whose are overlooked. When discussions are dominated by a few individuals, others may disengage or feel their input is not welcome. Inclusive meetings intentionally invite contribution from everyone, whether through structured turn taking, smaller breakout discussions, or alternative ways to share ideas. Leaders who create space for quieter voices and diverse perspectives help reduce fear of judgement and encourage more honest dialogue. Over time, this leads to stronger collaboration, better decision making, and teams that feel respected, valued, and confident contributing their ideas without hesitation.

7. Build Trust Through Emptionally Intelligent Leadership

Building trust through emotionally intelligent leadership is a crucial way to strengthen psychological safety because it shapes how people feel when they interact, take risks, and share ideas. Leaders with high emotional intelligence understand their own emotions and the impact of their behaviour on others, which enables them to respond thoughtfully rather than reactively. By showing empathy, managing conflict constructively, and validating different perspectives, emotionally intelligent leaders create an environment where people feel seen, heard, and valued. Thought leader Michelle King emphasises that emotional intelligence is a workforce differentiator, helping leaders foster inclusive cultures where trust and psychological safety can thrive, collaboration increases, and performance rises.

8. Provide Regular, Two-Way Feedback

Providing regular, two way feedback is essential for maintaining psychological safety because it removes uncertainty and reduces fear around performance and expectations. When feedback only happens during formal reviews or after something has gone wrong, employees may feel anxious or defensive. Ongoing, balanced feedback creates a culture of learning rather than judgement, where people understand what they are doing well and where they can improve. Leaders who invite feedback on their own performance as well as offering it demonstrate humility and openness. This reciprocity builds trust, encourages honest conversations, and helps teams adapt, improve, and perform more effectively together.

9. Create a Space for Reflection and Learning

Creating space for reflection and learning is a vital step toward psychological safety because it allows teams to process experiences, celebrate progress, and turn setbacks into insight rather than blame. When people have dedicated time through structured retrospectives, learning forums, or informal debriefs, they are more likely to share honestly about what worked, what did not, and how to improve. This reinforces that the organisation values growth and collective learning. It also creates conditions for psychologically safe conversations, where people feel comfortable expressing vulnerability and exploring difficult topics. Michelle Visage often speak about the power of authentic dialogue and fearless conversation in strengthening connection, understanding, and mutual respect, illustrating how openness builds trust and resilience across teams.

10. Invest in Leadership Development and External Insight

Investing in leadership development and external insight is one of the most effective ways to embed psychological safety at scale. While policies and intentions matter, real change happens when leaders understand how their everyday behaviours shape trust, openness, and performance. Hiring a leading psychological safety keynote speaker helps organisations turn research into practical action, equipping leaders with the language, tools, and confidence to create safer, more inclusive environments. The impact is measurable. Teams with high psychological safety are 27% more likely to report higher performance and 50% more likely to retain top talent. A powerful keynote can accelerate this shift, inspiring leaders to build cultures where people feel safe to speak up and perform at their best.

Hire a Leading Psychological Safety Speaker Today!

Psychological safety is not a one off initiative but a leadership capability that shapes culture, performance, and long term success. To accelerate this impact, explore our wide range of leading psychological safety keynote speakers who help organisations turn insight into action and build environments where people feel safe to speak up, collaborate, and perform at their best.

To hire one of the psychological safety speakers featured in this post, simply contact us today by filling in our online contact form or by calling one of our dedicated booking agents on 0203 0070 320.