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Welcome

This week I want to touch on a subject and area that I have experienced in a negative and positive area:

Psychological Safety

I have seen some teams do this really well where it is accepted to speak your mind in a space of trust and safety. There is no retribution but a space where discussion is welcome. This didn’t mean that you would be an a**hole but as long you were coming from a space of seeking to get more clarification or challenge in the right way. A challenge was always welcome.

And yet I have been at the other end of extreme where any challenge or questioning of the leader meant that you were either fired or not given any exciting work to do. You were spoken about behind your back and cast out from the wider team until you fell back in-line at other meetings or key decisions.

And as I’m sure you imagined I didn’t stay that long at that place comparison to the other organisation.

And there in is the key point on building psychological safety within the team, it creates a space where people are happy and keen to work and stay engaged.

For new leaders I want to lay out a guide and tips for ensuring that you can build a great place to work for your team. As a leader that is your role, ensuring that your team have a great opportunity to come and be themselves, but also allow them to get engaged with decisions.

Let’s jump in…

What is psychological safety?

Psychological safety is the belief that team members can speak up, share ideas, and make mistakes without fear of ridicule or retribution. For new managers, creating a psychologically safe environment is essential for fostering open communication, trust, and creativity within the team.

Why it matters: A team that feels psychologically safe is more likely to engage, share innovative ideas, and collaborate effectively. When your team knows that their opinions are valued and that they won’t be punished for speaking up, they’re more invested in the team’s success. For new managers, establishing this foundation can lead to stronger relationships, higher morale, and a team culture that thrives on mutual respect.

If you have ever worked with a team where the leader presents their decision, everyone agrees and months later it was the wrong decision - but one person says ‘yeah, I didn’t think that would work because of x, y, Z’ then you have just experienced a space where psychological safety in a team doesn’t exist. This is a red flag that needs addressing for sure!

Benefits of trust in a team

Building trust and psychological safety within your team provides multiple benefits, including:

• Increased Team Morale: When team members feel valued and safe, they’re more motivated, which boosts team morale and satisfaction.

• Enhanced Collaboration and Creativity: A safe environment encourages individuals to share new ideas without fear of judgment. This results in more creative problem-solving and collaboration.

• Stronger Resilience: In times of stress or setbacks, a trust-based culture helps teams navigate challenges together. Trust enables open discussion around mistakes and solutions, fostering resilience.

• Higher Performance: Teams that feel safe to take risks and experiment without fear of failure tend to achieve higher performance and adaptability.

For a new manager, cultivating these benefits through trust-building leads to a more cohesive, engaged team that’s primed for success.

Just remember the Lencioni Models - Five dysfunctions of a team, the base level is trust.

Action plan for new managers

Creating psychological safety doesn’t happen overnight, but these actionable steps can help you start building a foundation of trust within your team:

• Be Transparent and Open: Share information and decisions openly with your team. When they see you are transparent, they’ll feel more comfortable being honest with you.

• Encourage Curiosity and Questions: Actively encourage questions and ideas from your team. For example, start meetings with an open question, such as, “What’s one thing we could improve?”

• Show Vulnerability: Be open about your own mistakes or areas where you’re learning. When team members see you being real, they’re more likely to trust and open up.

• Celebrate Effort, Not Just Success: Acknowledge both efforts and outcomes to show that taking risks is valued. This reinforces the idea that trying, even if the result isn’t perfect, is worthwhile.

Challenges in building psychological safety

As a new manager, building psychological safety can come with some challenges, including:

• Existing Team Dynamics: Teams may have pre-existing patterns or resistance to change, which can make it hard to establish new norms.

  • Solution: Approach the team with patience and consistency. Small, consistent actions—like asking for feedback—can gradually shift dynamics.

• Fear of Mistakes: Team members may worry that making mistakes will impact how they’re perceived.

  • Solution: Model how to handle mistakes by sharing one of your own and what you learned from it. This normalizes learning from errors.

• Lack of Trust in Leadership: If the team has experienced poor leadership in the past, they may be hesitant to trust you.

  • Solution: Build trust by following through on promises and remaining transparent. Trust is built over time with reliable, authentic actions.

Questions to ask your team

Here are some powerful questions to help you assess the level of psychological safety within your team. These can be used in 1:1s or team meetings:

1. “Do you feel comfortable sharing your ideas and concerns here?”

   • This question gives team members an opportunity to express whether they feel safe to speak up.

2. “Is it okay to make mistakes and learn from them in our team?”

   • This can reveal how safe people feel about taking risks without fear of blame.

3. “What could I do to make it easier for you to share feedback with me?”

   • Asking this shows that you’re committed to making feedback a regular, comfortable part of the team’s culture.

4. “What’s one thing we could improve to help everyone feel more supported?”

   • This question invites team members to suggest changes and promotes the idea that everyone’s input is valued.

5. “Do you feel like your contributions are valued here?”

   • Knowing whether team members feel recognized helps you understand the current morale and whether changes are needed.

Fostering psychological safety is one of the most impactful things you can do as a new manager. By building a foundation of trust and openness, you’ll create a resilient, engaged, and high-performing team that’s empowered to bring their best to every challenge. Psychological safety isn’t a one-time effort; it’s an ongoing commitment to building a culture where everyone feels valued, respected, and able to grow.

Book of the week

"The Culture Code: The Secrets of Highly Successful Groups" by Daniel Coyle.

Overview:

In The Culture Code, Daniel Coyle explores what makes successful teams thrive and the key role that trust and psychological safety play in fostering a strong team culture. Coyle delves into how teams across various fields—sports, business, and beyond—build connections, encourage vulnerability, and create a safe environment where people feel motivated to give their best. The book is filled with real-life examples, research, and actionable strategies that leaders can use to build a high-trust culture.

3 Key Takeaways for New Managers:

1. Create a Safe Environment First:

   • Coyle emphasizes that safety is the foundation of any successful group. By prioritizing psychological safety, leaders can encourage team members to express ideas, take risks, and engage in open communication without fear.

   • Actionable Tip: Start meetings by encouraging openness—ask questions like “What’s on your mind?” or “What challenges are you facing?” to set a tone of trust.

2. Build Trust through Vulnerability:

   • High-performing teams are built on mutual trust, which often begins with leaders showing vulnerability. Coyle explains that when leaders are open about their own challenges or uncertainties, it inspires the team to do the same.

   • Actionable Tip: Share a recent challenge or lesson you’ve learned with your team. Showing vulnerability fosters trust and encourages team members to communicate more openly.

3. Establish Clear Purpose and Belonging:

   • Coyle explains that purpose is what unites teams and gives them direction, while a sense of belonging is what motivates them to work together toward shared goals. For leaders, reinforcing the team’s purpose and creating an inclusive culture is crucial.

   • Actionable Tip: Regularly connect the team’s work to the organization’s mission, and make sure everyone understands how their contributions impact the team’s success.

And that is a wrap for this week…