How does Psychological Safety influence difficult conversations?
Psychological safety is the foundation upon which effective difficult conversations are built. For instance, if a manager is under performing due to a personal issue. If their line manager had already taken the time to create a psychologically safe environment for them, the manager in question might be better able to receive the feedback.
In similar circumstances, lack of psychological safety may influence the manager’s interpretation of the feedback in a negative way. They are also likely to see the situation primarily from their own perspective. Whereas, in a psychologically safe environment, it becomes easier to connect the dots between individual actions and organisational outcomes.
Why do leaders unintentionally destroy psychological safety?
Most leaders avoid difficult conversations because they do not have all the answers and they are afraid of looking “ignorant” in front of their team.
The truth is that direct reports already know the truth. They know that the leader does not have the answers. Psychological safety is eroded when leaders pretend that they have the answers or when they completely ignore the issue.
Another reason leaders erode psychological safety is the lack of knowledge on how to create a psychologically safe environment. If a leader has primarily operated within toxic or poor work cultures, they may not have the tools required to create a healthy psychologically safe environment.
Some leaders choose not to create a psychologically safe environment for various reasons. Sometimes the pre-existing culture within which they work means that they have little or no information to share with direct reports. Other leaders may enjoy the thrill of exercising power due to issues such as insecurity or even fear of making mistakes. Such leaders may prefer not to be challenged or questioned and thus utilise primarily a command-and-control style of leadership.
How can leaders improve psychological safety?
Transparency
In order to build a psychologically safe culture, transparency is essential. Transparency does not necessitate divulging confidential information. Neither does it mean that a leader must have all the answers. Within the context of your organizational policy, honesty is often the best policy. Be transparent with your team. Express your uncertainty and give them the space to speak freely.
Leaders that take the time to create environments that are psychologically safe will discover that they experience better buy-in from those they lead.
Within your role, take the time to reflect on this question:
Are you intentionally creating a psychologically safe environment for your team to thrive?
About Character Code™
Character Code™ explores the inner qualities that shape exceptional leadership. Through articles, workshops, coaching and keynote presentations, it examines how character influences judgement, trust, culture and the lasting imprint leaders leave on others.
About the Author
Chikodi is a Leadership Development Consultant, Speaker and Executive Coach who helps organisations develop leaders who build trust, strengthen culture and lead with character. She is the creator of Character Code™, a body of work exploring how character shapes judgment, influence and the lasting imprint leaders leave on others. Through articles, workshops and keynote presentations,
Chikodi challenges leaders to look beyond competence alone and cultivate the inner qualities that inspire trust and lasting impact.
Continue the Conversation
Leadership is not simply about the decisions we make—it is also about the character from which those decisions flow.
If this article has prompted you to reflect on your own leadership, I invite you to explore the Character Code™ series, where I explore the principles that shape judgment, influence and the lasting imprint leaders leave on those they lead.
Reflection
Who are you when you are the only one watching?