Building a Supportive Environment for New Ideas

Psychological safety isn’t a “nice to have.” It’s the foundation of every high-performing team. But let’s be honest: Most teams don’t feel safe. Here’s what that looks like: — People stay silent in meetings — Mistakes are hidden, not discussed — New ideas are shared in DMs, not out loud — Feedback is rare — or sugar-coated That’s not a sign of weak people. It’s a sign of weak leadership. Here’s how to build real psychological safety: 1. Listen to understand, not respond — Focus fully on what’s said without interrupting — Pause thoughtfully before replying 2. Welcome different opinions — Ask: “How do you see this differently?” — Encourage curiosity, not dismissal 3. Normalize healthy disagreement — Say: “Disagreement helps us grow — let’s explore it” — Stay calm and curious, not defensive 4. Respond to mistakes with learning, not blame — Ask: “What’s the lesson here for all of us?” — Celebrate courage to try, even when it leads to mistakes 5. Be vulnerable first — Share your doubts openly — Say: “Here’s where I’m stuck — any ideas?” 6. Create emotional safety — Make it clear: “All feelings are valid here” — Notice and address emotional undercurrents early 7. Encourage open feedback — both ways — Ask: “What can I do differently to help you succeed?” — Show gratitude for honest feedback 8. Build and maintain trust — Be consistent, honest, and transparent — Say: “Here’s what I’m working on — let’s keep each other informed” 9. Praise publicly, correct privately — Recognize achievements openly — Use the “feedback sandwich” for tough conversations 10. Support autonomy and growth — Say: “Feel free to experiment and learn — I’m here to support you” — Trust your team to build confidence and growth You don’t need to be perfect. You just need to be intentional. Because when people feel safe, they stop holding back — and start showing up. 🔁 Find this helpful? Repost for your network. 📌 Follow Natan Mohart for practical leadership insights.

Legal is often viewed as the department of NO. I spoke to a GC recently who said, “I want to be viewed as someone who says YES.” But what does that look like? Because it’s not just a default “yes” - it’s more of a “yes, and let’s think about how.” And that starts with how you receive new ideas. In any team, the best ideas don’t always come fully formed. Sometimes they start off unconventional or rough around the edges, but with the right approach, those ideas can spark something great. In my experience, even the most offbeat suggestions deserve attention. By encouraging open sharing and giving constructive feedback, we create an environment where creativity thrives—and where people feel safe to contribute without fear of being shut down. Here’s how I try to approach this process: 👏🏼 Acknowledge the effort – Sharing ideas takes courage, so always show appreciation for the contribution. 🧐 Dig deeper – Ask questions to understand the thinking behind the idea and see if there’s potential to refine or build on. 💬 Provide constructive feedback – Look for the potential before pointing out challenges and offering suggestions for further exploration. 🔀 Explore alternatives – Is there a core concept that can develop in a different direction? 🙌🏼 If it’s a great idea, run with it. At Paragon, some of our best ideas started as casual suggestions that we pushed further, or things we initially didn’t think would work but found a way to build on. We want to create a space where everyone feels comfortable sharing ideas, even when they don’t have all the answers yet.

The next time you find yourself in a meeting and someone says 'That won't work', 💡note to self: that leader may have just shut down an innovative idea...and more detrimentally, an innovative person. These negative comments, though seemingly small and initially insignificant, can actually create a toxic environment where employees feel unheard and devalued. And that quickly turns into declining engagement. Are you accidentally killing innovation in your team? Suffocating creativity? Here are some practical ways you can reverse the pattern: ✅Foster a culture of open communication and psychological safety by training your managers on active listening. ✅Encourage your team to share their ideas without immediate judgment by practicing the 3-second pause before responding. ✅Take the time to understand the intention behind their suggestions with this question: What are the potential benefits you see? ✅Consider brainstorming, design thinking, or other creative processes during a structured quarterly or annual team building retreat. This will empower your team, lead to greater innovation, and create a positive work environment! #KeepThatTalent How do you create space for innovation and new ideas in your team? Share your thoughts! #Leadership #Innovation #EmployeeEngagement #Culture #PsychologicalSafety ***** The Mission: Create a better work experience for all, one training at a time. As Managing Principal of LiberationX Contracts, Vanessa and her nationwide team of trainers and coaches empower leaders and executives to build high-performing teams and navigate the complexities of the modern workplace. Work shouldn't just be 'work.' ✅ Message Vanessa Zamy today for more details.

Imagine walking into a room where the air crackles with potential, a space where every voice fuels the fire of innovation. As leaders, our first duty is to ignite that potential, not snuff it out. When a team member steps forward with a spark of an idea, how we respond can mean the difference between a wildfire of innovation and the cold ash of stagnation. Data from an IBM poll of 1,500 CEOs identified creativity as the No. 1 “leadership competency” of the future. Yet, a staggering 95% of adults in research conducted by Adobe feel they're not living up to their creative potential. Why? Too often, ideas are met not with curiosity and encouragement, but with the wet blanket of indifference or even dismissal. It's not just about being nice; it's smart business. Companies with a strong culture of support and compassion see 30% higher levels of innovation and 40% higher levels of retention. When someone brings us a new idea, they're handing us a piece of their potential. If we shut them down, we're not just rejecting a single idea; we're potentially stifling a future of possibilities. Challenge ideas, absolutely. Question them, indeed. But do so in a way that empowers, inspires, and shows that you value the courage it took to stand up and share. This is not about coddling - it's about cultivating an environment where people are excited to bring forward their next big idea. Remember, behind every breakthrough was once a bold idea that could have been dismissed. Let's ensure the next breakthrough has a chance to grow in the fertile ground of our leadership.