Creating a Safe Space for Sharing Work Concerns

Have you ever felt the need to bite your tongue at work, fearing that what you say could lead to punishment or humiliation? It’s a common scenario but one we need to change urgently for greater and healthier workplaces.  En español diríamos: te muerdes la lengua y te envenenas... de todo lo que tienes guardado y no has podido contar. #1:Understand What Psychological Safety Is Psychological safety, a concept introduced by Harvard Business School professor Amy Edmondson, is the belief that team members can take risks, express ideas and concerns, speak up with questions, and admit mistakes without fear of negative consequences. I became obsessed with it while working at Google and being a spokesperson about creating high performing teams. Remember, it’s not about being overly nice (I talked about toxic positivity last week) ; it’s about fostering authenticity and trust within the team. #2: Recognize Its Importance Psychological safety is crucial for sound decision-making, innovation, and operational efficiency. Why? Because when people feel safe, they engage more, share their creative ideas, and contribute to the team’s collective intelligence. Examples: - Imagine a team where members feel empowered to point out potential risks in a project. This openness can prevent costly errors and lead to better outcomes. - Think about a brainstorming session where no idea is too wild or far-fetched. This creates a breeding ground for groundbreaking innovations. #3: Implement Practical Steps to Foster Psychological Safety Creating a psychologically safe environment isn't a one-off task; it's an ongoing commitment. Some best practices I can recommend: - Encourage Open Communication: Make it clear that every voice matters. Regular feedback sessions and open-door policies can help. - Lead by Example: Show vulnerability as a leader. Admit your own mistakes and ask for feedback. It signals to your team that it’s okay to be human. This is the most difficult, I know. You might need your therapist to help you out. 😂 - Prioritize Employee Input: Actively seek and value your team’s input and suggestions. It demonstrates that their perspectives are essential for the company’s success. Now it’s your turn. Take these steps and start creating a safe space for your team to thrive. Let’s make it happen. What strategies have you used to foster psychological safety in your team? Share your experiences in the comments below! If you found this article helpful, don’t forget to like and share it with your network. #Leadership #TeamBuilding #PsychologicalSafety #WorkplaceCulture #Innovation

Creating Teams Where People Actually Speak Up Want your best team members to share their real thoughts? Most don't. The Four Seasons hotel chain discovered why. Every morning, managers share what went wrong yesterday. No blame. Just solutions. Their "Glitch Report" meetings transform errors into wins. As their CEO says, "What's important isn't the error. It's the recovery." Here's how to build this psychological safety on your team: 1. Make failure acceptable. Leaders must fail first. Your team watches what you do, not what you say. Admit your mistakes before asking others to share theirs. 2. Ensure that all voices are heard. Try the speaking chip method. Give everyone five chips. Each comment costs one chip. When you're out, you listen. Suddenly, your quietest team members become your most valuable. 3. Make feedback safe. Create consequence-free critique sessions. People hold back honest feedback when they fear being blamed if their suggestion causes problems. Set clear expectations. "Your job is to point out problems, my job is to decide what to fix." After the session, the project owner makes decisions independently, protecting both the feedback giver and the creative vision. Psychological safety isn't just a workplace luxury—it's the difference between a team that merely performs and one that consistently breaks through to excellence.

Silence at work isn't golden. It's toxic. Here's why speaking up is crucial for success: The cost of silence is staggering: • $550 billion lost annually due to disengaged employees • 85% of workers withhold critical feedback from bosses • 42% of employees never speak up about workplace issues This silence epidemic stunts innovation and growth. But why do people stay quiet? Fear of retaliation tops the list: • 38% fear damaging relationships • 27% worry about being labeled a troublemaker • 20% think speaking up is futile The "MUM effect" (Keeping Mum about Undesirable Messages) is a psychological tendency to avoid delivering bad news. It's hardwired into our brains, but it's costing us dearly. Breaking the silence starts with leaders: 1. Create psychological safety • Hold "anxiety parties" to normalize discussing fears • Implement a "no-retaliation" policy for speaking up 2. Reward candor • Publicly praise those who voice concerns • Tie bonuses to constructive feedback given 3. Train for crucial conversations • Teach the "COIN" method: Context, Observation, Impact, Next steps • Role-play difficult scenarios in team meetings 4. Lead by example • Share your own mistakes and learnings • Ask for feedback in every 1:1 meeting 5. Implement anonymous feedback channels • Use tools like TINYpulse or 15Five • Ensure action is taken on anonymous input A culture of silence is a ticking time bomb. Every unspoken idea is a missed opportunity for growth. Foster an environment where speaking up isn't just allowed, it's expected and celebrated. Your team's success depends on it. If you found this valuable: • Repost for your network ♻️ • Follow me for more deep dives • Join 25,500+ subscribers for more actionable tips to build your brand and protect your reputation: https://lnkd.in/edPWpFRR

"We need a better feedback rubric!" they say, as they ignore the last feedback guide they created to get people talking. But what if I told you that seeking technical solutions for liberatory workplace challenges is like trying to fix a broken relationship with a calendar app?** Leaders creating liberatory workplaces often come to me asking for technical solutions - rubrics, policies, rituals. They're reaching for the wrong tools. 🧠 Technical vs. Adaptive Challenges 🧠 Adaptive leadership (Heifetz & Laurie) distinguishes between technical problems (known solutions) and adaptive challenges (requiring learning and behavior change). Technical solutions fail when applied to adaptive challenges because they address symptoms, not root causes. You can't solve a challenge requiring shifts in deeply held beliefs with a new policy - no matter how well-crafted. 💡 The Challenge of Liberatory Work 💡 Creating liberatory environments requires unlearning traditional practices embedded in our identities. This generates "work avoidance behaviors" like: • Weaponizing language ("setting a deadline is oppressive!") • Attacking messengers • Fixating on delivery rather than substance These aren't signs of bad actors - they're protective responses to perceived loss of autonomy, status, or certainty. 🛣️ The Path Forward 🛣️ If you're serious about creating liberatory workplaces: 1️⃣ Create psychological safety - establish norms for candid conversation about concerns 2️⃣ Acknowledge real losses - validate what people are giving up to help them move through grief 3️⃣ Establish clear boundaries - create structures that help navigate ambiguity without prescribing exact solutions 4️⃣ Stay present emotionally - model vulnerability and normalize discomfort as part of the process 5️⃣ Name work avoidance compassionately - help your team recognize when they're protecting themselves through scapegoating or diversion Building liberatory workplaces can be tiring and complex, and it is well worth the effort. You can't shortcut it with technical solutions, but you can create conditions where people navigate transformation together. 💬 What adaptive challenges have you encountered in creating more liberatory workplace practices? #AdaptiveLeadership #LiberatoryWorkplaces #WorkplaceCulture

"What's wrong?" 🤔 For years, I thought I was a supportive leader when I'd ask, "What's wrong?" during a 1:1 with someone who seemed off. I strive to foster team environments where people feel psychologically safe to share their ideas, opinions, and disagreements with each other (and me). I wanted to create a space where my teammates could be honest about their challenges. But here's what I learned after too many years of asking, "What's wrong?" That question can backfire. ⚠️ When you ask 'What's wrong?' you're implying there's a problem that needs to be fixed. This can make the person feel like they are the problem. What starts as an attempt to show support can turn into an unwanted examination of their behavior or mood. Plus, you might be picking up on something that isn't actually negative at all. I've found that this question often makes people defensive or uncomfortable, even when that wasn't my intention. So, instead, I've learned a subtle but important shift in my communication with people. 👉 Instead of asking: "What's wrong?" I ask, "What's on your mind?" 🤔 That tiny reframe does two things: 1️⃣ It opens the door to whatever they want to share—without making it about me diagnosing the issue or applying negativity to something that might not be there. 2️⃣ It normalizes the idea that it's okay to have a lot going on and that you don't need everything "fixed." Sometimes people just need someone to listen. I've found that this approach consistently helps people feel more seen, more comfortable sharing challenges, and more empowered to solve them collaboratively. This mindset shift has helped me not only in the workplace but also as a parent and partner. I realized I really didn't like it when my husband assumed my energy meant something was "wrong." When we started asking, "What's up?" instead, it made a world of difference. 💡 So try it. Start a conversation with "What's on your mind?" and see where it takes you. You might be surprised by how much you can learn—and how much trust you can build—with just a few words. What communication tricks have you learned over the years to create a more supportive culture and psychologically safe spaces for your teams?

Most teams aren’t unsafe— they’re afraid of what honesty might cost.👇 A confident team isn’t always a safe team. Real safety feels like trust without fear Psychological safety isn’t about being nice. It’s about building an environment where truth can exist — without penalty. Where people speak up because they believe they’ll be heard, Not just to be loud. Here’s how to create a space where honesty doesn’t feel risky: 10 Ways to Foster Psychological Safety in Your Team 1️⃣ Acknowledge mistakes openly ↳ Normalize imperfection so everyone feels safe owning up. 2️⃣ Ask for feedback on your own performance ↳ Leaders go first. 3️⃣ Celebrate questions, not just answers ↳ Curiosity signals trust. 4️⃣ Pause for the quiet voices ↳ “We haven’t heard from X yet. What do you think?” 5️⃣ Replace blame with ‘Let’s find the cause’ ↳ Shift from finger-pointing to problem-solving. 6️⃣ Speak last in discussions ↳ Let others lead; you’ll hear their raw perspectives. 7️⃣ Reinforce confidentiality ↳ Discuss ideas without fear they’ll be shared publicly. 8️⃣ Encourage respectful dissent ↳ Conflicting views spark creativity. 9️⃣ Admit you don’t know ↳ Authenticity paves the way for others to do the same. 🔟 Offer thanks for honest feedback ↳ Show appreciation for candor, even if it stings. 1️⃣1️⃣ Set clear expectations for respectful communication ↳ Clarity creates comfort and consistency. 1️⃣2️⃣ Create space for personal check-ins, not just work updates ↳ Human connection builds trust faster than status updates. 1️⃣3️⃣ Invite rotating team members to lead meetings ↳ Empowering others signals trust and grows confidence. 1️⃣4️⃣ Support team members who take thoughtful risks ↳ Reward courage even when outcomes aren’t perfect. 1️⃣5️⃣ Recognize effort and growth, not just outcomes ↳ Celebrate the process, not just the win. Psychological safety doesn’t grow from good intentions, It grows from repeated proof that honesty matters more than perfection. ❓ Which one will you try first? Let me know in the comments. ♻️ Repost to help your network create safer, more trusting workplaces. 👋 I write posts like this every day at 9:30am EST. Follow me (Dr. Chris Mullen) so you don't miss the next one.

Leaders, Are You Building a Safe Space or Breeding Fear? The Line Between Leadership and Bullying Here’s the hard truth: The real test of leadership is how you respond when someone disagrees with you. Do you shut them down or invite them in? Psychological safety and challenge safety are not just buzzwords—they are fundamental to creating a thriving team. If your team feels afraid to speak up or challenge your ideas, you may have a problem on your hands. ❗ Warning Signs You’re Leading Through Fear: People agree with everything you say, no matter what. You notice a lack of diverse ideas or innovation in meetings. Your team gives you the bare minimum instead of their best work. So, how can you create an environment where people feel safe to disagree? 3 Tips to Build a Culture of Psychological Safety: 🧠 Invite Dissenting Opinions: Actively ask for opposing viewpoints in meetings. Show your team that differing ideas are not just tolerated—they’re welcomed. You might be surprised at the innovative solutions that arise when you foster a space for debate. 🗣️ Listen Without Judgment: When someone disagrees, resist the urge to react defensively. Pause, listen, and ask clarifying questions. Leaders who can manage their ego and avoid defensiveness build trust and respect. 💡 Encourage “Challenge” Moments: Create dedicated times where team members are encouraged to challenge ideas, processes, or even you as the leader. This can be done in a structured, respectful manner, ensuring everyone’s voice is heard and valued. The Bottom Line? Leaders who embrace disagreement aren’t weak—they’re the ones who create environments where creativity and innovation flourish. What’s your strategy for encouraging healthy disagreements in the workplace? Drop your thoughts in the comments below! #Leadership #PsychologicalSafety #Innovation #ChallengeSafety #TeamCulture #EffectiveLeadership

I spent the morning with a company’s leaders in Hoboken, NJ to talk about psychological safety. Here are three of the biggest things that came out of our time together today: 1️⃣ People can feel unsafe, even in the best cultures, when there’s a large amount of change. As humans, we worry about how change will impact us. 🛠️ How do we fix this? Keep conversations open during change. Talk about what’s changing. Create space for teams to voice their fears. Also, make sure to reaffirm what’s not changing for them. 2️⃣ Working cultures have become increasingly transactional. We live in back-to-back Zoom calls. We feel more disconnected (even though we’re ironically, more digitally connected than ever). 🛠️ How do we fix this? Taking even a few minutes to ask intentional, human-focused questions at the beginning of meetings. Even slowing down for five minutes can speed up time together when we see each other more fully. 3️⃣ When big organizational changes happen, it’s common for teams to feel scattered and isolated. They don’t always feel they are working on the most important parts of strategy (even when they are). 🛠️ How do we fix this? Alignment and vision create speed and safety. The more everyone is aligned with a vision, the easier it is for people to feel safe to experiment, fail, and reset to try again. Overcommunicate the vision. Create vivid imagery around what great looks like as a team. It can become a rallying point for everyone. Psychological safety isn’t simply inviting others to share openly about their ideas or feelings. It’s about creating an environment where everyone can show up as their authentic selves, feel empowered to experiment, and trust they’ve got each other’s backs even during bumpy times. I want to know from you, LinkedIn friends: What has a leader in your career done that’s built safety for you to do your best work? 📸 on the ferry back to Manhattan after our session today. The sun was out and the weather was perfect!

We often confuse creating a “nice” culture with building a psychologically safe environment. But the truth is—they’re not the same. I learned this the hard way. I committed to a deadline and communicated it to senior leaders in both our org and a partner org. For weeks, everything seemed fine. No flags, no issues. Three weeks out? Smooth sailing. Two weeks out? Same story. But something felt off. Call it intuition. I knew I needed to dig deeper. I reached out to our senior producer, who had raised a concern in a meeting but didn’t push it. When we spoke, he admitted he had a serious concern but didn’t want to be seen as a naysayer. 🚨 This happens all the time on teams. The next day, I gathered my direct reports, including the producer’s manager. The real issue wasn’t the deadline—it was our “nice” culture backfiring. I realized I had overcorrected after feedback that I was “too tough.” My efforts to be more approachable had sent the wrong message: my team wasn’t raising concerns because they felt pressure to keep things “nice.” And that was on me. I took responsibility, acknowledged the producer’s courage, and immediately updated our stakeholders. → The result? The team saw me take ownership and lead from the front. The producer didn’t feel exposed or blamed. Most importantly, we made a critical shift to valuing honesty over keeping things “nice.” → The lesson? Harmony becomes harmful when it’s just going along to get along. Psychological safety means creating a space where people can raise concerns and admit mistakes without fear. And it isn’t only hostile environments that create fear. “Nice” ones can, too. Have you ever fallen into the trap of being too “nice” at work? How did it play out? Share your experience below 👇