Women Leaders On Cultivating Psychological Safety At Work

The concept of psychological safety was coined by Harvard Business School professor Amy Edmondson in 1999. It’s defined as creating an environment where team members feel comfortable being themselves, expressing their thoughts and ideas, taking risks, and making mistakes without fear of judgment or reprisal.

It’s not just a buzzword in corporate organizations; it is a critical quality that impacts their overall organizational performance. It allows people to blunder and admit it, exchange ideas in a free way, and engage with opinions different from theirs. This helps them be open to changing their behaviours and avoids groupthink – a situation where everyone on the team shares the same perspective.

Simialrly, in a thought leadership session by Service Now, Vanessa Smith, president of Service Now, defined psychological safety in four ways: creating an environment where opinions are valued, inviting participation, ensuring no negative repercussions for speaking up, and closing the feedback loop so people know their input is acknowledge, even if not adopted.

“You can’t build these programs from the bottom up. You must start from the top,” said Nada Vuckovic, head of environment, health and safety, and sustainability officer at Siemens Canada, in this article. 

Nada doesn’t treat psychological safety as a side initiative.

“Twice a year, Siemens conducts global well-being surveys where we take a deep dive into the results and act on them,” Nada said. “We ask people where the struggles are so we can better our approach.”

The result is an environment where asking for help isn’t a risk, it’s a right.

Tina Varughese, a recognized leadership speaker and President of T Works, said in an article by the Human Resources Director that to cultivate real trust, you have to go beyond the surface. That’s why she advocates for what she calls “safety check-ins.”

Varughese stresses the value of high-touch communication, recommending regular, often weekly, check-ins with employees. These meetings are not just about project updates, but are designed to build comfort, trust, and empathy by allowing team members to share both professional and personal experiences.

It’s this kind of thoughtful investment that communicates a clear message: “I’ve got your back.”

At the heart of psychological safety is the freedom to speak up and be heard. Mary Barra, the CEO of General Motors, from an article in Digital Defynd said she models vulnerability by openly discussing challenges and encouraging employees to speak up without fear of retribution. Barra’s leadership style emphasizes transparency and active listening, which helps create an environment where team members feel safe to share ideas and concerns

This collaborative culture doesn’t just boost morale, it builds ownership and confidence.

In her work, Brene Brown emphasizes that mistakes should be met with curiosity rather than judgment, and that leaders must cultivate environments where candid reflection such as after-action reviews is encouraged to foster learning and growth. This is highligthed in an article by Rise that psychological safety is created when leaders model vulnerability and invite open, honest conversations about what worked and what didn’t, which supports continuous improvement within teams.

Constructive feedback is delivered without judgment, and improvement plans are co-created rather than dictated.

Nada said in an article that it’s not just about awareness. It’s about architecture. This means building systems that reinforce safety, such as Employee Assistance Programs, wellness check-ins, and flexible schedules.

• Employee Assistance Programs (EAPs): These provide confidential counseling and resources for employees dealing with personal or work-related challenges. They serve as a vital safety net, offering professional help before issues escalate.
• Wellness Check-Ins: Regular, structured check-ins between managers and employees create consistent opportunities to discuss workload, stress, and emotional well-being.
• Flexible Schedules: Flexibility in work hours acknowledges employees’ diverse life circumstances, reducing stress and increasing autonomy. The Harvard Business Review emphasizes that flexible work arrangements contribute to psychological safety by allowing employees to manage their work-life balance proactively.

Psychological safety doesn’t start in the breakroom; it starts in the boardroom. When it comes to fostering a safe and inclusive culture, leadership isn’t just influential; it’s foundational. The way leaders show up, especially during moments of uncertainty, error, or high pressure, sets the standard for how teams respond.

Anne Koopmann, a leadership coach, in an explainer video, said, “Leaders set the tone by admitting their own mistakes and knowledge gaps — showing that vulnerability is a strength, not a weakness.”

True psychological safety allows room for disagreement, debate, and even discomfort, so long as it’s respectful and constructive.

In a video discussing Psychological Safety,  Anne Koopmann, a leadership coach, said, “Creating psychological safety is not about avoiding conflict; it’s about managing conflict constructively and encouraging diverse viewpoints.”

Supporting this perspective, Amy Edmondson, the leading expert on psychological safety, explains in a video that psychological safety encourages team members to speak up, share differing opinions, and challenge the status quo without fear of negative consequences. This kind of environment fosters learning and innovation precisely because it allows for healthy debate and conflict managed in a constructive way.