#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.