Psychological Safety: The Key to strong Teams

Reading time: approx. 6–8 minutes

“What if this is a stupid idea?”

I used to have this thought often when I was still in my permanent position. In meetings, during brainstorming sessions, or when I wanted to ask a critical question. Over the years, I've realized that I wasn't alone in this – and the idea usually wasn't stupid at all. But the feeling of holding back is widespread.

The cause is rarely competence—but rather culture. More specifically, psychological safety .

What does psychological safety mean – and why is it so important?

Psychological safety describes the feeling that I can express myself without fear of negative consequences :

📌 I can ask questions without seeming stupid.

📌 I can admit mistakes without being punished.

📌 I can express criticism without risking social sanctions.

The term was coined by the American professor Amy C. Edmondson She found that teams with high psychological safety:

• learn from each other more often,

• communicate more openly,

• deal with mistakes more constructively and

• are overall more efficient and innovative.

The concept became particularly well-known through the internal Google study “Project Aristotle” , which identified psychological safety as the most important factor for successful teams – even ahead of intelligence, expertise or leadership experience.

What happens when psychological safety is lacking?

The symptoms are often unspectacular – but effective:

• Meetings remain silent even though many people have opinions.

• Decisions are accepted even though doubts exist.

• Mistakes are covered up – not out of malice, but out of fear.

In the long run, this costs motivation, innovation – and trust.

In a 2021 McKinsey study, only 26% of employees reported feeling safe to openly discuss critical issues at work. This poses a problem not only for collaboration but for overall company performance.

Strengthening psychological safety in practice – 3 key levers

🔷 1. As a leader, consciously shape reactions

The difference between withdrawal and openness often lies in a single sentence. For example:

• Instead of: “That’s not helpful right now” → rather: “Thanks, interesting idea – let’s think about it further.”

• Instead of: “That was a mistake” → rather: “What do we learn from this?”

Leadership shapes culture through language. Those who respond openly, appreciatively, and with a focus on learning create security—not just for the moment, but for the future.

🔷 2. De-dramatize mistakes – and make them visible

Mistakes happen. Always. The question is: How do we deal with them?

In teams with psychological safety, mistakes become a learning opportunity —not a source of anxiety. You can encourage this by...

• openly share your own mistakes (“That was my fault – I overlooked it.”)

• consciously ask for causes instead of culprits

• establish small, regular “What we have learned” formats in the team

For example, a client of mine introduces a monthly "learning moment of the week"—a short 5-minute session in which everyone voluntarily shares a small failure. The effect? Relieving, connecting, encouraging.

🔷 3. Allow room for uncertainty

Many teams function well—but they lack trust. True psychological safety develops when uncertainty can be expressed .

Managers can actively encourage this by saying, for example:

• “I’m still unsure about this decision myself – what do you think?”

• “This is a new situation for all of us – let’s stay open to what works.”

This isn't a weakness—it's strength in relationships. It doesn't make teams more shaky, but more stable.

Bonus tip: How to make psychological safety visible in your team

Test it at your next team meeting – with a mini-reflection:

• Question 1: “Was there a moment last week when you would rather not have said something?”

• Question 2: “What would have helped you speak up?”

• Question 3: “What can we change as a team to make this easier?”

Sounds simple – often brings surprisingly honest answers and important aha moments.

Conclusion: Psychological safety is not a soft skill – but a performance factor

If you want teams to think boldly, take responsibility and learn from each other, you have to give them the confidence to show themselves .

Psychological safety isn't created through workshops or posters—it's created through attitude, language, and lived leadership. It's the invisible framework that determines whether teams simply function—or are truly strong.

💭 Reflection question to take away:

When was the last time you felt insecure about speaking your mind in a team – and what would have helped you in that moment?

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