How leadership maturity breeds psychological safety

By Rebecca Morgan

"For me, leadership maturity is summed up by the ability to really listen to people, coupled with a capacity to create a vision that everyone can buy into. This is no easy feat for many leaders, yet it’s crucial for developing a safe and collaborative environment where colleagues feel involved and valued.??

This is because true mature leadership is not about acting in isolation, it's about gathering all the facts, understanding the collective goal, and creating an outlook that aligns with that goal. It requires accountability at all levels, where leaders hold themselves and their teams to account, which in turn transforms the team into a cohesive unit, working towards common objectives.??

It also encompasses the willingness to admit when one does not know something and to seek help, which, naturally, leads to authenticity and trust.”??

Putting trust at the heart of leadership???

“Trust, from all directions, is the core in every relationship and especially that of effective leadership.? This can be cultivated by celebrating successes and acknowledging those who have contributed, alongside supporting team members when things go wrong, acknowledging that mistakes are part of the learning process, and providing support to keep things on track.???

Because, in toxic environments, where scapegoating, poor behaviour, and defensive attitudes are allowed to thrive, trust and collaboration are eroded. Therefore, it’s imperative that leaders recognise and address these behaviours, and set a standard for accountability and openness. This creates an environment where people feel safe to express their concerns and ideas without fear. In other words, they feel psychologically safe.”??

Building a trusting and innovative culture??

“Psychological safety isn’t something you can have a ‘policy’ or a process on; it’s not something an organisation can simply say exists - it’s a feeling that comes from actions, developing trust that underpins the relationship, and leaders are responsible for cultivating that. It’s about nurturing an environment where all colleagues feel safe to contribute, share ideas, and take risks without fear of negative comments or feeling humiliated. In turn, this safety encourages innovation and growth - which is surely the ambition of every organisation.??

Damaging to any organisation is where mistakes are hidden, people fear sharing ideas and a culture of apathy develops. A psychologically safe environment allows team members to voice their thoughts and concerns, fostering open communication and collaboration.? When leaders create this environment, they enable their teams to perform at their best, contributing to a culture of continuous improvement and fresh ideas.”??

HR's role in fostering leadership maturity and psychological safety??

“HR plays a critical role in creating and maintaining a culture of leadership maturity and psychological safety. I believe that HR is an organisation's eyes, ears and conscience and have an obligation to hold themselves and the organisational leaders accountable, ensuring that senior teams lead by example.???

HR can implement behaviour frameworks, values, and performance frameworks that promote these principles, but the value comes from the conversations and how these are implemented; critically are they trusted and understood by the colleagues of the organisation.????

It’s also important for thought leaders to facilitate workshops and initiatives that build relationships and trust within the organisation. Effective HR practices involve listening to the concerns of all employees, from senior leaders to frontline staff, and addressing these concerns constructively. Sometimes this doesn’t come easily, but the outcome is an open and honest workplace where everyone feels heard and valued.”??

Goodbye fear and blame, hello continuous improvement???

“I believe that fear is one of the most common barriers to strong leadership and a healthy organisational culture, and the only way leaders can overcome this is by recognising and addressing their own fears and those of their team members - whether it’s fear of looking silly, job security, or fear of new technologies. By normalising these fears and asking for help, or providing support and training, everybody can embrace change with confidence.??

When it comes to a good performance conversation, this should be honest and constructive, celebrating success and addressing concerns; working together to find solutions. This approach helps build trust, reduces fear and enables team members to feel safe and contribute their best.??

A blame culture is extremely damaging to psychological safety, and eradicating this requires sustained efforts to replace it with a positive and accountable working environment. Leaders should demonstrate the behaviours they would like to see more of by admitting their own knowledge gaps, owning mistakes and focusing on solutions, not faults, in order to nurture positive problem solving.”??

Small steps to big improvements???

“The truth is, where there are opportunities for improvement in the organisational culture, a healthy workplace culture can be slow to evolve and quick to damage.? Whilst significant change is unlikely to happen overnight, there are some actions that can have a positive impact on the desired direction of travel.???

Ensuring there is effective HR representation on the board of directors - this is critical to ensure voices are shared each way and help shape a positive organisational culture, which is vital for employee engagement, trust and overall organisational performance.??

Leading by example - when leaders practice what they preach, exhibit true listening skills, ensure actions match their work and admit their own mistakes, they will build trust with their team.? It’s imperative to set a clear standard for what is acceptable within the organisation.??

Embracing change – an organisation that is willing to change can foster a dynamic and positive corporate culture, where employees feel safe, valued and open to innovation.”??

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