What are some examples of trust and psychological safety in high-performing teams?

Fa?o quest?o de repetir a frase "N?o é uma quest?o de quem tem raz?o. Nossa busca é descobrir o que é certo". Sempre que dou uma sugest?o, fa?o quest?o de dizer "esta é uma opini?o suave. Por favor, sintam-se livres para debater". Quando estamos planejando programas, testamos nossas suposi??es perguntando "Por que isso falharia?" Através desses rituais enfatizamos o ponto de que está perfeitamente certo discordar e ser aberto sobre isso.

Trust in teams is best defined as: Integrity + Ability + Benevolence. Team members do what they say they're going to do, have the ability to do it (well), and put the team's interests above their own. Team Psychological Safety (TPS) is the shared belief that it’s OK to take risks, to express ideas and concerns, to speak up, and to admit mistakes. Trust and TPS are complementary concepts - each contributing to the other. These qualities evolve through team interactions and performance. To increase TPS, the team can actively and openly support each other in discussing errors, mistakes and experimenting with new approaches and behaviors without retribution or condemnation. I also suggest assessing it using the 7-item measure of TPS.

??No psychological safety -> no learning -> no innovation -> no performance. Imagine a team where it's okay to say "I messed up" without worry. Everyone learns and gets better without being judged. Think about meetings where everyone really listens and respects different ideas. This helps solve problems better. And essentially we have better results. Anyone doesn't want that??

We developed the CARE model to clearly diagnose the level of trust in teams. Trust deepens from C to E. Cognitive trust starts based on someone's qualifications and their ability to deliver. Aligned trust grows as teams collaborate & execute shared tasks, ensuring they can rely on each other for processes and deadlines. Relational trust forms when team members feel comfortable asking for help or admitting mistakes without judgment. At the deepest level, Emotional trust is built—team members feel safe sharing fears and vulnerabilities, creating a foundation for high performance and psychological safety. As you move from C to E, trust becomes not just about competence but about connection, vulnerability, & a shared sense of purpose.

I make it a point to repeat the phrase "Its not a question of who is right. Our quest is to find out what is right.". Whenever I give a suggestion, I make it a point to say "this is a soft opinion. Please feel free to debate". When we are planning out programs, we test our assumptions by asking "Why would this fail?" Through these rituals we emphasize the point that its perfectly alright to dissent and be open about it.

Seguran?a psicológica significa crescimento. As equipes com as quais trabalhei foram mais inovadoras quando cada membro se sentiu seguro para expressar suas ideias únicas, sabendo que n?o ser?o ridicularizadas ou ignoradas.

In an environment of psychological safety team members feel free to bring up any idea or concern without fear. They will be heard even if their thoughts seem strange or off-topic. This is the foundation for respectful challenge and debate that can lead to unexpected solutions.

Psychological safety means growth. Teams I’ve worked with were most innovative when every member felt safe to voice their unique ideas, knowing they won’t be ridiculed or ignored.

Os adjunto varias fuentes por si son de vuestro interés: ? Edmondson y Lei (2014). "Seguridad psicológica: The History, Renaissance, and Future of an Interpersonal Construct", Annual Review Organizational Psychology and Organizational Behavior. ? Edmondson (1999). Psychological safety and learning behavior in work teams (Seguridad psicológica y comportamiento de aprendizaje en los equipos de trabajo). Administrative Science Quarterly, junio de 1999. ? Goman, Carol Kinsey Ph.D. 'El lenguaje silencioso de los líderes: How Body Language Can Help--or Hurt--How You Lead'. Jossey-Bass Publishing, abril de 2011.

Liderar pelo exemplo: Descobri que modelar a abertura e a vulnerabilidade dá o tom para a equipe. Quando você compartilha abertamente seus próprios desafios, erros e experiências de aprendizado, isso incentiva outras pessoas a fazerem o mesmo. Incentive a comunica??o aberta: as equipes prosperam quando os líderes ouvem ativamente e criam espa?o para o diálogo. Incentive os membros da equipe a expressar suas opini?es, fazer perguntas e compartilhar ideias sem medo de julgamento. Check-ins regulares, reuni?es individuais e reuni?es de equipe podem facilitar a comunica??o aberta. Abrace o aprendizado com as falhas: Na minha opini?o, a seguran?a psicológica cresce quando os líderes veem os fracassos como oportunidades de crescimento.

Here are practical examples of how leaders can foster trust and psychological safety within teams Lead by Example: As a leader, I’ve found that modeling openness and vulnerability sets the tone for the team. When you openly share your own challenges, mistakes, and learning experiences, it encourages others to do the same. Encourage Open Communication: teams thrive when leaders actively listen and create space for dialogue. Encourage team members to voice their opinions, ask questions, and share ideas without fear of judgment. Regular check-ins, one-on-one meetings, and team huddles can facilitate open communication. Embrace Learning from Failures: In my view, psychological safety grows when leaders view failures as opportunities for growth.

Trust and psychological safety: two sides of the same coin in high-performing teams! Trust and psychological safety are interdependent. Trust creates an environment where team members feel secure taking risks, while psychological safety encourages open dialogue, enhancing that trust. I’ve learned that leading by example is vital—sharing my own challenges invites others to do the same. Regular check-ins and feedback loops foster a culture where everyone feels heard. This synergy not only boosts morale but also drives collaboration and innovation. When trust and psychological safety thrive together, teams excel, navigating challenges with resilience and creativity. Cultivating these elements is the true hallmark of effective leadership!

Actions speak louder than words. No matter how much we address psychological safety in communication, it isn’t truly perceived as a safe environment until a major mistake becomes a learning opportunity rather than a blame game. In the heat of the moment, this is incredibly difficult, but if you mess up, an honest and heartfelt apology is the way to get back on track.

In my experience leaders should lead by example, showing vulnerability themselves. This means admitting their own mistakes, sharing challenges they're facing, and asking for help when needed. By doing so, leaders signal that it's safe for others to do the same.

Leaders can cultivate trust and psychological safety within teams by actively rewarding positive behaviors. When leaders acknowledge and reinforce actions that promote collaboration, open communication, and mutual respect, they set an example and also an expectation that encourages others to role-model these behaviors.

The scenario you described about receiving constructive feedback resonates deeply. I've found that environments where feedback is delivered with respect and where personal #challenges are shared without judgment significantly enhance team cohesion and #productivity.

One of the team scenarios that demands the highest trust (and if it’s unsafe, individual risk) is holding peers to account for delivering on their commitments, whether functional or behavioural.

Um exemplo que costumo citar é a regra de "n?o interrup??o" durante as reuni?es, garantindo que a voz de todos seja ouvida, o que gera confian?a e seguran?a de forma muito prática.

An example I often cite is a ‘no interruption’ rule during meetings, ensuring everyone’s voice is heard, which builds trust and safety in a very practical way.

The most simple example which will drive transformational performance improvement is open, honest, objective team debriefs. This starts to happen when there is no seniority in the debrief. The senior person might learn as much as the most junior...

In high-performing teams, trust and psychological safety are essential. Team members freely admit mistakes, knowing they won't be ridiculed. They challenge each other's ideas to improve solutions. Vulnerability is embraced, with members sharing uncertainties without fear of judgment. Leaders listen and act on feedback, creating an environment where everyone feels valued. Risk-taking is encouraged, leading to innovation and better problem-solving. The result? A team that communicates effectively, adapts quickly to changes, and consistently delivers high-quality results. This isn't just about comfort; it's about creating a dynamic team where trust and safety drive performance and outcomes.

Em equipes de alta performance, confian?a e seguran?a psicológica s?o essenciais. Os membros da equipe admitem livremente os erros, sabendo que n?o ser?o ridicularizados. Eles desafiam as ideias uns dos outros para melhorar as solu??es. A vulnerabilidade é abra?ada, com os membros compartilhando incertezas sem medo de julgamento. Os líderes ouvem e agem de acordo com o feedback, criando um ambiente onde todos se sintam valorizados. O resultado? Uma equipe que se comunica de forma eficaz, se adapta rapidamente às mudan?as e entrega resultados consistentes de alta qualidade. N?o se trata apenas de conforto; trata-se de criar uma equipe dinamica onde a confian?a e a seguran?a impulsionam o desempenho e os resultados.

La seguridad psicológica al ser un concepto relativamente nuevo, tiende a mal interpretarse. Se cree por ejemplo, que implica disminuir los estándares de desempe?o o evitar los conflictos. Por ello, es muy relevante que los equipos y líderes puedan aprender del concepto, generar conversaciones en torno a él y generar accionables que les permitan desarrollar un ambiente psicológicamente saludable. Algunos de mis referentes en esto son: Amy Edmondson y Timothy Clark.