When it comes to building inclusive workplaces, one of the most misunderstood concepts is psychological safety. Too many organisations believe it means keeping everyone comfortable and steering clear of challenging discussions. But here's the reality: the "nicest" workplaces and those that prioritise surface-level harmony can often be the most psychologically unsafe environments for employees.

In this blog, we’ll cover:

• What is psychological safety at work and why is it important?
• 5 ways to build psychological safety at work
• The five pillars of genuine psychological safety
• The challenges of building psychological safety at work

The alarming truth about workplace safety

Recent McKinsey research reveals a troubling statistic: only 47% of employees feel psychologically safe to speak up at work. This means more than half of your workforce may be holding back concerns, questions, or innovative ideas due to fear of negative consequences.

The disconnect is even more striking when we examine leadership perspectives. While 67% of senior leaders believe their workplace is psychologically safe, less than half of employees agree. This gap often stems from one fundamental misunderstanding: confusing comfort with safety.

Google's Project Aristotle famously identified psychological safety as the number one factor distinguishing successful teams from the rest. Yet most organisations continue to struggle with creating environments where people feel genuinely safe to be vulnerable, take calculated risks, and engage in honest dialogue.

The comfort trap: when "nice" becomes toxic

Some of the most psychologically unsafe environments appear wonderfully comfortable on the surface. Everyone seems friendly, conflicts are rare, and there's a general atmosphere of politeness. But beneath this veneer often lies:

Unspoken tensions that simmer beneath the surface. Issues aren't addressed directly, leading to passive-aggressive behaviour and behind-the-scenes conversations that never resolve anything meaningful.

Performance problems that go ignored. Rather than having honest conversations about expectations, leaders hope problems will resolve themselves, leaving employees confused about where they stand and how to improve.

Innovation that gets stifled. Without the safety to challenge existing ideas or propose alternatives, teams default to the status quo, even when it's clearly not delivering results.

Professional growth that stagnates. People can't develop professionally without honest feedback, yet in "nice" cultures, this crucial input is often withheld to avoid temporary discomfort.

This creates what we call the "comfort trap" which is an environment that feels pleasant but actually prevents people from doing their best work or reaching their full potential.

The feedback paradox: how avoidance creates bigger problems

Here's where most leaders get psychological safety fundamentally wrong: they believe protecting people from difficult conversations is an act of kindness. In reality, it's often the opposite.

When we avoid giving feedback because someone is "80% of the way there," that 20% gap doesn't simply disappear, it grows. Small, manageable issues become significant problems. Misaligned expectations evolve into performance crises. By the time the conversation finally happens, it feels devastating rather than developmental.

The avoidance cycle follows a predictable pattern:

• Leader notices a small issue but decides it's "not worth mentioning"
• Issue persists and grows, but now feels too significant to address casually
• Leader continues avoiding the conversation, hoping it will resolve independently
• Issue reaches crisis point, forcing a difficult discussion
• Employee feels blindsided and becomes defensive
• Leader becomes even more hesitant to provide feedback in future situations

True psychological safety breaks this destructive cycle by normalising honest, constructive conversations about performance, expectations, and growth opportunities. When feedback becomes routine, it stops feeling threatening and starts feeling supportive.

The five pillars of genuine psychological safety

Based on extensive research and real-world implementation, here are the essential elements that define genuinely psychologically safe workplaces:

1. Feedback as development, not criticism

Regular, specific, and actionable feedback becomes embedded in the culture. People understand that feedback exists to help them succeed, not to criticise their worth as individuals or professionals.

2. Permission to fail forward

Mistakes are treated as valuable learning opportunities rather than reasons for punishment or blame. Teams can experiment, iterate, and improve without fear of career-limiting consequences.

3. Diverse perspectives actively welcomed

Different viewpoints aren't just tolerated—they're actively sought out and valued. People know their unique perspective contributes meaningfully to better outcomes and decision-making.

4. Questions encouraged at every level

From junior team members respectfully challenging senior decisions to experienced professionals admitting knowledge gaps, curiosity is consistently rewarded over pretending to have all the answers.

5. Accountability paired with compassion

High standards are maintained consistently, but people receive support to meet them. Performance issues are addressed directly but with empathy and a clear focus on improvement and growth.

Building psychologically safe teams without compromising performance

The biggest misconception about psychological safety is that it requires lowering standards or avoiding accountability. Research consistently shows the opposite: psychologically safe teams outperform others precisely because they can have the challenging conversations that drive excellence.

Start with small, regular feedback sessions. Don't wait for formal performance reviews. Build in weekly or bi-weekly check-ins where you can address minor course corrections before they develop into significant problems.

Model vulnerability as a leader. Share your own mistakes, uncertainties, and learning experiences. When leaders demonstrate it's safe to be human and imperfect, teams naturally follow suit.

Separate person from performance. Make it explicitly clear that feedback addresses actions and outcomes, not personal worth or character. Use language like "this approach" rather than "you always."

Create multiple channels for input. Some people are comfortable speaking up in meetings; others prefer written feedback or one-on-one conversations. Provide various pathways for different voices to be heard and valued.

Celebrate productive disagreement. When someone respectfully challenges an idea and it leads to a demonstrably better outcome, ensure that contribution is recognised and celebrated publicly.

The need to move from comfort to safety

Creating psychological safety isn't about eliminating all discomfort or challenge from the workplace. It's about building an environment where people feel secure enough to engage with that discomfort constructively.

The most successful organisations understand that temporary discomfort from honest conversations prevents the deeper pain of unaddressed issues, missed opportunities, and unfulfilled potential.

As we continue to evolve our understanding of inclusive workplaces, it's crucial to remember that true psychological safety requires courage, from leaders willing to have difficult conversations and from team members ready to engage authentically with feedback and growth opportunities.

The question isn't whether your workplace is comfortable. The question is whether it's safe enough for people to do their best work, challenge the status quo, and grow both personally and professionally.

 FAQs about psychological safety at work

1. What is psychological safety at work?
Psychological safety means feeling comfortable speaking up, sharing ideas, or admitting mistakes without fear of being judged or punished. It’s about creating an environment where everyone feels respected, heard, and supported, no matter their role or background. 

2. Why is psychological safety important in the workplace?
When people feel safe to be themselves, collaboration improves, innovation grows, and teams perform better. Psychological safety helps build trust and encourages open communication, which are both essential for healthy, high-performing teams. Discover how great workplaces foster trust in our [future of work blog].

3. What does psychological safety look like in practice?
It can look like leaders admitting when they don’t have all the answers, teammates giving constructive feedback respectfully, or employees feeling confident enough to share new ideas. You’ll notice it in workplaces where everyone feels included, valued, and free to contribute. 

4. How can companies build psychological safety?
It starts with leadership and communication. Companies can create psychological safety by encouraging transparency, recognising effort (not just results), offering space for honest conversations, and showing empathy. Training managers to lead with trust and vulnerability can also make a huge difference. 

5. How can employees help create psychological safety?
Everyone has a part to play. You can help by listening actively, respecting different perspectives, and creating space for others to share their thoughts. Being kind, curious, and open goes a long way in building a safe and supportive team culture.