Talk is Cheap: How To Build Real Psychological Safety

Psychological safety is the bedrock of a thriving workplace, and recent research highlights just how vulnerable it can be, especially for new hires.

A recent article in Harvard Business Review brought attention to this critical issue, showing that new employees often start out with a high level of psychological safety only to see it quickly erode (Bransby, Kerrissey, & Edmondson, 2024).

As I read the article, my mind immediately went to the importance of consistency—a value I believe is the linchpin in building and sustaining a strong culture of psychological safety.

New hires are often told their opinions matter, encouraged to act as though they are running their own company within the company, or reminded of the team’s importance.

These messages are essential, but too often, they fall short because they are not consistently modeled by leaders.

Over time, without seeing their leaders "walk the talk," these new employees begin to disengage, withholding their ideas and concerns out of fear for their job security or potential retaliation.

When actions don't align with words, new hires quickly pick up on it—and they stop investing the same energy into a place that seems to promise more than it delivers.

This is where the CABLES model comes in as a solution, offering a framework for leaders to build durable psychological safety by focusing on six key behaviors: Consistency, Appreciation, Belongingness, Listening, Empathy, and Specifics.

Consistency: Walking the Talk

At the heart of psychological safety lies trust, and trust cannot exist without consistency.

New hires often come into a job ready to give their all, trusting that the values and expectations shared with them during hiring will hold true. But that trust is fragile.

When leaders don’t act in alignment with those values, it sends a message that undermines psychological safety, particularly for those just starting out.

Consistency, as a behavior, means more than being dependable; it means ensuring that words and actions align so that employees know they can rely on their leaders to be authentic and true to their commitments.

CABLES: A Model for Lasting Psychological Safety

The CABLES model outlines six behaviors that strengthen relationships and create an environment where psychological safety can thrive. Let’s look at how each behavior contributes to a safe, resilient workplace.

1. Consistency: When leaders model the values they preach, employees know the organization’s principles aren’t just empty promises. Leaders should regularly reflect on whether their actions align with stated values and adjust when they fall short.
2. Appreciation: Recognizing team members’ contributions, both big and small, reinforces that each individual is valued. Appreciation isn’t just about reward; it’s about acknowledging people for who they are, encouraging them to contribute freely without fear of being overlooked.
3. Belongingness: A leader’s ability to cultivate inclusion is essential to psychological safety. People feel safe when they know they belong and are respected. Belongingness creates a collective identity, encouraging team members to engage and support each other.
4. Listening: Truly listening to your team requires more than hearing their words. It involves attention, curiosity, and a genuine openness to understand. When employees feel listened to, they feel valued and safe enough to speak up.
5. Empathy: Leaders who demonstrate empathy acknowledge the emotional realities of their team members. When leaders show they care about the experiences of their employees, they foster a sense of support that strengthens psychological safety.
6. Specifics: Setting clear expectations and providing actionable feedback ensures employees know what’s expected. Clarity helps reduce stress and anxiety, as team members aren’t left guessing about their roles or standards.

Observations and Call to Action

Reflecting on this HBR study, it’s clear that psychological safety isn’t just about saying the right things; it’s about creating a culture where employees see those values in action daily (Bransby et al., 2024).

Consistency, as a cornerstone of the CABLES model, is crucial here. When leaders consistently align their actions with their words, they make a statement of integrity and create an environment where new hires feel safe enough to take risks, voice ideas, and engage fully.

As leaders, our job is to make psychological safety durable—not a fleeting promise.

My challenge to you is this: Take stock of your current behaviors. Are you "walking the talk" in a way that builds real, lasting trust with your team?

Can your employees see and feel the values you stand for? By modeling consistency, appreciation, belongingness, listening, empathy, and specifics, we can make psychological safety a reality that holds up over time.

Commit to being a leader who doesn't just tell people they are valued but shows it through your actions every day.

Psychological safety isn’t built overnight, but with deliberate effort, it can become the foundation upon which your teams thrive.

Citations: Bransby, D. P., Kerrissey, M. J., & Edmondson, A. C. (2024). Research: New Hires’ Psychological Safety Erodes Quickly. Harvard Business Review