Psychological safety is one of the most misunderstood concepts in leadership. Many people think it’s about creating a touchy-feely environment where people overshare, blur boundaries, or get too comfortable.
There’s also a fear that focusing on psychological safety will slow productivity or distract from the work.
But here’s the truth: Creating an environment of psychological safety does not require you to loosen boundaries or encourage unprofessionalism. It’s about creating a culture where people feel safe enough to be honest, take risks, and show up fully without fear of judgment or retaliation. However, cultivating a workplace where people feel safe to fully be themselves is a completely different story.
I’ve spent years coaching leaders and professionals on navigating the complexities of leadership, growth, and building trust in their teams. What I’ve found is that true psychological safety starts internally—by cultivating clarity, confidence, and alignment within yourself.
These qualities closely tie to the components of emotionally intelligent leadership, which emphasize self-awareness, empathy, and effective communication (read here to learn about the components of emotionally intelligent leadership). When you can develop these internal skills, creating psychological safety in the workplace becomes much more natural.
Let’s explore what creating psychological safety in the workplace means, why it starts with you, and how you can develop it internally and within your team.
What Is Psychological Safety in the Workplace?
Psychological safety is about creating an environment where people feel safe to speak their minds, admit mistakes, and share ideas without fear of negative consequences.
Think about the last time you hesitated to raise your hand or offer feedback. Maybe you were worried about being dismissed or judged. Or perhaps you felt like you’d look silly in some way.
lol😂😂😂
That hesitation Indicates that you felt a lack of psychological safety in that environment.
When psychological safety exists, people know their voices matter. They show up fully and contribute without second-guessing themselves.
Common Misconceptions About Creating Psychological Safety in the Workplace
When it comes to creating psychological safety in the workplace, many leaders think they understand what it means—but often, misconceptions get in the way of doing the work effectively. These misunderstandings can lead to half-hearted efforts, misaligned priorities, or even actions that undermine the very trust they’re trying to build.
Let’s break down some of the most common misconceptions:
Psychological Safety Means No Conflict
Many leaders believe psychological safety eliminates conflict altogether. In reality, it’s the opposite. Psychological safety creates a foundation for healthy conflict, where people feel safe to speak up, challenge ideas, and share perspectives without fear of retaliation.
It’s Just About Making People Comfortable
Another common belief is that psychological safety is about avoiding discomfort. But growth and innovation often require discomfort. True psychological safety fosters trust so people can take risks, admit mistakes, and push boundaries—even when the process feels challenging.
It’s a Quick Fix
Some organizations think a one-time workshop or a new communication policy can “fix” psychological safety. But building this kind of culture is a long-term commitment. It takes ongoing self-awareness, consistency, and intentional action from leadership to create a lasting impact.
It’s All About Team Dynamics
While team dynamics matter, psychological safety starts with the leader. If a leader isn’t clear about their values, confident in their decisions, or aligned in their actions, it’s nearly impossible for their team to feel safe.
Dr. Timothy Clark’s 4 stages of psychological safety also offers a helpful way to understand how psychological safety evolves over time. You can explore his work here.
Understanding these misconceptions allows leaders to focus on what really matters—building trust and creating an environment where their teams feel safe enough to show up fully.
Why Psychological Safety Starts With You
Most discussions about psychological safety focus on fixing the environment—controlling how others behave or respond. But here’s the radical idea I want to propose: You can’t create psychological safety for others until you’ve created emotional safety within yourself.
In my work with clients, I’ve found that the foundation for creating psychological safety in the workplace lies in developing three core areas of self-leadership. These areas form the backbone of my Leadership Emotional Safety Framework®.
Before we dive into the framework, let me clarify a key concept: You’ll notice I use the terms “emotional safety” and “psychological safety” interchangeably throughout this post.
Why? Because while they’re distinct, they are closely connected. Emotional safety focuses on how people feel—safe to express themselves, share vulnerabilities, and build trust—which I’m emphasizing that leaders need to develop within themselves first.
Psychological safety takes this a step further into visible behaviors, like speaking up, taking risks, and contributing without fear of judgment.
Both are critical for fostering trust and openness, and they work hand in hand to create environments where people feel empowered to thrive.
Now, let’s explore the Leadership Emotional Safety Framework® to understand how leaders can build emotional safety within themselves as a foundation for cultivating psychological safety in the workplace.
This framework focuses on three pillars of internal safety:
Clarity – Understanding who you are and what you value.
Conviction – Validating your worth without relying on external approval.
Alignment – Ensuring your actions align with your goals.
Let’s start by unpacking the first pillar: Clarity.
Clarity
Understanding who you are, what you value, and how you demonstrate your values is foundational. This makes it difficult to lead authentically or recognize what makes others feel safe. For example, if you value transparency but avoid giving honest feedback, that misalignment creates confusion and reduces trust within your team.
That's why it's vital that what you value is demonstrated by the way you behave and the actions you take- but this is difficult to accomplish if you don't understand who you are. Make sense?
Conviction
Your worthiness and confidence cannot depend on external approval. Leaders who constantly seek validation from others, send mixed signals to their teams. This creates an unpredictable environment. People thrive when they know what to expect, but inconsistency undermines psychological safety and trust.
For example, have you ever had a colleague who always felt the need to seek everyone else’s approval before making decisions? Or a boss who constantly changed their mind, leaving you unsure of where they stood?
This is a clear sign that they lacked inner conviction in their expertise or ability to make sound decisions—which likely inspired a lack of trust within you.
When a leader lacks inner conviction, it creates instability within the team. But on the flip side, when leaders cultivate their inner conviction, they demonstrate confidence in their ability to lead, make decisions, and own their choices.
This consistency builds trust and psychological safety. That’s why it’s crucial for leaders to develop emotional safety within themselves first. When leaders feel secure in their worth and decisions, they create an environment where others feel safe to show up, contribute, and trust the process.
Alignment
Your leadership style must align with the outcomes you want to create. When there’s a gap between your actions and your goals, your team will notice. Misalignment leads to mistrust, which directly impacts psychological safety.
For example, have you ever had a manager who claimed they valued open communication, but every time you or your team offered feedback, they got defensive or shut the conversation down?
Or maybe a leader who said they wanted to empower you but constantly micromanaged every decision you made?
He's the master micro-manager lol😂
These inconsistencies likely left you feeling frustrated, confused, and hesitant to fully trust them.
Basically, when leaders are in alignment, their words and actions match. A leader who values empowerment doesn’t just say they trust their team—they actively show it by delegating tasks, encouraging autonomy, and celebrating initiative.
This kind of alignment builds trust, clarity, and safety because people see that the leader consistently practices what they preach.
But here’s the deeper truth: alignment starts with you. If you don’t feel emotionally safe with your own decisions or values, it’s almost impossible to lead in a way that feels consistent and trustworthy to others. By developing emotional safety within yourself—knowing what you stand for and feeling secure in your actions—you’re better equipped to facilitate psychological safety in your team.
Conclusion
If you want to create psychological safety for others, start with yourself. Work on getting clear about what you value, building confidence in your decisions, and aligning your actions with the outcomes you want to create.
When you do the internal work first, creating psychological safety in the workplace becomes easier and more sustainable.
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