Six Behaviors You Can Start Today to Build Psychological Safety on Your Team
- Harmony Ryan
- 7 days ago
- 9 min read
Every organization wants a workplace where people share their best ideas, learn from mistakes instead of hiding them, and contribute to the best of their ability. But that kind of culture doesn't happen by accident. It requires something specific: psychological safety.
What Is Psychological Safety?
Psychological safety is "a shared belief held by members of a team that the team is safe for interpersonal risk-taking" (Amy Edmondson, 1999). In practical terms, it means people feel comfortable speaking up with ideas, questions, concerns, or mistakes without fear of being punished, embarrassed, or dismissed.
When psychological safety is present, people bring problems forward while they're still small and fixable. They offer suggestions because they believe their input matters. They ask questions when they don't understand something rather than pretending they do. They admit when they've made an error so the team can course-correct quickly.
When psychological safety is absent, people protect themselves. They stay quiet in meetings. They hide mistakes until they become crises. They keep their best ideas to themselves because speaking up feels too risky. The organization loses access to the very insights and information it needs to perform well.
It's important to note what psychological safety is not: it's not the absence of conflict, and it's not about lowering standards. In fact, psychological safety makes real accountability possible because people aren't defensive. They can have honest conversations about performance, admit when something isn't working, and challenge each other respectfully.
How Psychological Safety Is Built
Building a psychologically safe culture is the result of specific behaviors, supported by values that encourage people to speak up, point out things that aren't working, ask questions, and learn from mistakes. It's created by a group of people interacting together in specific ways, day after day, conversation after conversation. No single person can create psychological safety alone; it emerges from how team members treat each other and what behaviors the group reinforces over time.
The challenge is that psychological safety isn't built through mission statements or good intentions. It's built, or broken, through everyday interactions. Small moments accumulate how a supervisor responds when someone admits an error, whether people get interrupted in meetings, what happens when a newer team member challenges a long-standing practice. These moments signal what's valued, regardless of what's written on the wall.
In this article, we'll explore six behaviors that shape whether your team feels safe to speak up: active listening, responding to mistakes constructively, showing respect consistently, holding people accountable, being open to new ideas, and asking open-ended questions. For each behavior, we'll look at what it means, why it matters for psychological safety, and specific actions that build or break trust.
Behavior One that Builds Psychological Safety: Active Listening
Active listening is the practice of fully concentrating on what someone is saying, understanding their message, and responding thoughtfully. It goes beyond simply hearing words, it requires being present, setting aside distractions, and demonstrating through your responses that the other person's input has genuinely registered.
Most of us think we're better listeners than we are. We’re often mentally preparing our response, checking our phone, or waiting for our turn to talk. The person speaking can feel the difference, even if they can't articulate it.
Active listening is foundational to psychological safety because it signals that someone's voice matters. When people feel heard, they're more likely to share concerns, offer ideas, and flag problems early. When they feel ignored or dismissed, they learn to stay quiet. Over time, that silence becomes the norm, and critical information stops flowing.
Active listening behaviors that build psychological safety:
Making eye contact and putting away your phone during conversations
Paraphrasing what you heard: "So you're saying the timeline feels tight, did I get that right?"
Asking follow-up questions that show genuine curiosity about their perspective “can you share more details about….?”
Active listening behaviors that break psychological safety:
Glancing at your phone or looking around the room while someone is talking
Interrupting before they finish their thought or comments
Giving a generic response like "Got it" without acknowledging the specifics of what they said
Behavior Two that Builds Psychological Safety: Responding to Mistakes Constructively
Mistakes are inevitable in any workplace. How leaders and teammates respond to those mistakes, especially in the immediate aftermath, shapes whether people will surface problems early or hide them until they become crises.
Responding constructively means separating the person from the problem. It means focusing on what happened, why it happened, and how to prevent it next time rather than assigning blame or making someone feel incompetent. This doesn't mean ignoring errors or lowering standards. It means treating mistakes as data points rather than character flaws.
This behavior is critical for psychological safety because risk-taking and learning require the possibility of failure. If people believe they'll be embarrassed, blamed, or punished when something goes wrong, they'll play it safe. They'll avoid proposing new ideas, hide problems, and cover for each other rather than addressing issues openly. The team loses the ability to learn and improve.
Responses to mistakes that build psychological safety:
Focusing on the problem, not the person: "This didn't go as planned. Let's figure out what happened and how we prevent it next time."
Sharing your own mistakes and what you learned from them
Treating errors as opportunities to improve systems and processes
Responses to mistakes that break psychological safety:
Asking "How could you let this happen?" in front of others
Sighing, eye-rolling, or other nonverbal signals of frustration or disappointment
Bringing up past mistakes during unrelated conversations
Behavior Three that Builds Psychological Safety: Show Respect Consistently
Respect in the workplace means treating every person's presence, contributions, and dignity as valuable, regardless of their role, tenure, or background. It's communicated through both words and actions, often in small moments that might seem insignificant but accumulate over time.
Consistency is the key word here. Many people are respectful in formal settings but dismissive in casual interactions. They may listen attentively in meetings but interrupt in hallway conversations. They acknowledge senior team members but overlook newer employees. People notice these patterns, and they draw conclusions about where they stand.
Respect is the bedrock of psychological safety. When people feel valued and respected, they bring their best work forward. They contribute ideas, take ownership, and invest in the team's success. When they feel dismissed or invisible, they disengage. They do the minimum required and save their best thinking for environments where it will be appreciated.
Respectful behaviors that build psychological safety:
Acknowledging people's expertise and experience, especially in front of others
Using people's names and greeting them when you see them
Giving credit publicly when someone contributes a good idea or catches a problem
Disrespectful behaviors that break psychological safety:
Interrupting or talking over team members
Taking credit for others' ideas or failing to acknowledge contributions
Treating people differently based on their role, seniority, or background
Behavior Four that Builds Psychological Safety: Holding People Accountable
Accountability means setting clear expectations and following through when those expectations are or aren't met. It involves having direct conversations about performance, addressing issues promptly, and applying standards consistently across the team.
This is where some people misunderstand psychological safety. They think it means being nice, avoiding conflict, or going easy on people. The opposite is true. Psychological safety isn't about lowering the bar, it's about creating conditions where people can perform at their best because they're not wasting energy on self-protection.
Accountability and psychological safety reinforce each other. When there's trust, people can receive critical feedback without becoming defensive. They can acknowledge shortcomings and work to improve. When there's no trust, even gentle feedback feels like an attack, and people focus on protecting themselves rather than solving problems. Teams that avoid accountability in the name of keeping the peace often end up with neither safety nor performance.
Accountability behaviors that build psychological safety:
Setting clear expectations upfront so people know what success looks like
Addressing performance issues privately, directly, and promptly
Following through consistently
Accountability behaviors that break psychological safety:
Avoiding difficult conversations and hoping problems resolve themselves
Criticizing someone's work publicly or in front of their peers
Applying standards inconsistently or making exceptions for certain people
Behavior Five that Builds Psychological Safety: Being Open to New Ideas
Being open to new ideas means approaching suggestions with genuine curiosity rather than reflexive skepticism. It requires humility, the recognition that you don't have all the answers and that someone else might see something you're missing.
This doesn't mean accepting every idea or implementing every suggestion. It means giving ideas a fair hearing, asking questions to understand the thinking behind them, and explaining your reasoning when you decide not to move forward. People can accept "no" when they feel their idea was genuinely considered. What damages trust is the sense that the answer was always going to be "no" regardless of what they said.
Openness to new ideas directly enables psychological safety by demonstrating that speaking up has value. When people see that their input can influence decisions, they keep contributing. When they see ideas consistently dismissed or ignored, they stop offering them. The team loses access to potentially critical perspectives and on-the-ground knowledge that could improve decisions and catch problems early.
Open-minded behaviors that build psychological safety:
Responding to suggestions with genuine questions: "Tell me more about how that would work" or "What problem would this solve?"
Implementing ideas when they have merit and explaining your reasoning when you think they don't
Thanking people for bringing ideas forward, even when you can't use them
Close-minded behaviors that break psychological safety:
Immediately explaining why an idea won't work before fully understanding it
Dismissing suggestions from less experienced team members or certain roles
Not changing course based on team input, signaling that decisions are already made
Behavior 6 that Builds Psychological Safety: Asking Open-Ended Questions
Open-ended questions are questions that can't be answered with a simple "yes" or "no." They typically begin with words like "what," "how," "tell me about," or "describe," and they invite the other person to share their thinking, observations, or concerns in their own words.
The questions we ask shape the conversations teams have. Closed questions like "Is everything on track?" or "Did you understand the briefing?" invite short answers that may not reflect reality. Open-ended questions like "What challenges are you running into?" or "What questions do you have about today's work?" create space for people to surface what they know and think.
Asking open-ended questions builds psychological safety by signaling that you want to hear the full picture, not just confirmation that things are fine. It puts the other person in the role of expert on their own experience and gives them permission to share concerns or uncertainties. Over time, this practice builds a culture where information flows freely, and problems get addressed before they escalate.
Questioning behaviors that build psychological safety:
Asking "What's the biggest challenge you're facing right now?" instead of "Is everything on track?"
Using "What questions do you have?" instead of "Does everyone understand?"
Leaving silence after asking a question to give people time to think
Questioning behaviors that break psychological safety:
Asking leading questions that signal the answer you're looking for
Phrasing questions in ways that make people feel tested or put on the spot
Not waiting for answers or filling silence before people have a chance to respond
How Culture Coach Can Help Develop Your Team's Psychological Safety Skills
Culture Coach specializes in helping organizations develop the communication skills, behaviors, and leadership practices that create psychologically safe workplaces. Whether you're trying to improve how your team handles mistakes, strengthen accountability without damaging trust, or simply create an environment where people speak up before small problems become big ones, we provide practical training that meets your team where they work.
Our programs include customized 3 to 5-minute microlearning videos on specific psychological safety behaviors, interactive instructor-led workshops where teams practice these skills together using real scenarios from their own workplace, and team meeting resources designed for teams who need training that fits into a busy workday. We combine realistic examples with expertise, so your team gains both the knowledge and the confidence to put these behaviors into practice. Learn more about developing these essential skills through our microlearning programs and training offerings.
Start Building Psychological Safety from Where You Are
You don't have to master all six behaviors at once. Pick one to focus on first. Maybe it's pausing before you react the next time something goes wrong. Maybe it's noticing who gets interrupted in meetings and making space for their voice.
Practice that one behavior this week. Notice what shifts in how people respond to you, in what they're willing to share, in the quality of information that starts flowing your way. Then pick another.
Psychological safety is built through these small, consistent choices. Every time you listen fully, respond to a mistake with curiosity instead of blame, show respect, hold someone accountable fairly, stay open to a new idea, or ask a question that invites real conversation, you're shaping the culture your team experiences. Over time, those moments add up to an environment where people bring their best thinking, flag problems early, and contribute fully, which is what every organization needs to perform at its best.
Reach out to us with any questions you have on how to bring psychological safety behaviors into your team and organization.
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