When we think about high-performing teams, we often focus on skills, experience and strong leadership. However, research shows another factor is even more powerful: psychological safety. As HR Consultants, we have seen firsthand how psychological safety can transform workplace dynamics.  

Psychological safety, a concept pioneered by Harvard professor Amy Edmondson, is the belief that you can speak up, share ideas, ask questions, or admit mistakes without fear of embarrassment or punishment. It is the foundation of open communication and trust, and it’s what separates good teams from truly exceptional ones. 

Why Psychological Safety Matters 

Google’s “Project Aristotle” ¹ study found that psychological safety was the number one factor that made a team effective. Not talent and not resources.  

Employees in a psychologically safe environment feel empowered to contribute as they feel able to ask for help when needed, offer new ideas without fear of judgment, and are honest about setbacks. This openness prevents small issues from escalating and fuels innovation and continuous improvement. 

Psychological safety isn’t a soft skill or a “nice to have” – it is a critical driver of performance, that’s not just valuable – it’s essential. 

What Does It Look Like in Practice? 

When people feel confident to say the following, you know they are in a psychologically safe team: 

• “I don’t understand – can you explain that again?” 

• “I think there might be a better way.” 

• “I made a mistake – here’s what happened.” 

Whilst these moments may seem small, they are the building blocks of learning, problem solving, and growth. The teams that embrace them are often more agile, resilient and successful. 

The Role of Leaders and Culture 

Creating psychological safety doesn’t happen by accident. It requires intentional leadership and a supportive workplace culture. 

Leaders can foster psychological safety by: 

• Modelling vulnerability – share your own learning mistakes and moments. Shift from a culture of blame to a culture of learning. When employees know mistakes won’t lead to harsh consequences, they take calculated risks that help to drive innovation. 

• Encourage communication and actively listening – Show genuine interest in people’s input and concerns. Creating channels for anonymous feedback can also help employees speak up without fear. 

• Responding constructively – Thank team members for speaking up, even when they raise difficult topics. Employees should feel valued for their ideas, even if they are not implemented. Acknowledging efforts boosts confidence and encourages further collaboration. 

To support this, embed psychological safety into values, policies and performance conversations. 

HR’s Role in Building Psychologically Safe Teams 

As HR consultants, we are in a unique position to help leaders and teams create environments where people feel safe to be themselves and do their best work. Whether through training managers, shaping culture, or developing inclusive policies, we can embed psychological safety into the way work happens.  

We can help organisations understand that psychological safety isn’t about being “nice” all the time—it’s about creating a space for honesty, respectful challenge, and shared learning.