How Psychological Safety Can Transform Team Performance in Uncertain Times

Right now, many people are showing up to work carrying invisible weight. Economic uncertainty. Social tension. Cultural unrest. When the world doesn’t feel safe, it’s no surprise that the workplace often mirrors that unease.

Psychological safety is one of the most powerful tools a leader has to shift that dynamic. Coined by Harvard professor Amy Edmondson, the term refers to a shared belief that it’s safe to take interpersonal risks—to speak the truth, share ideas, challenge assumptions, and know you won’t be punished for it.

When safety is low, the brain’s threat system activates. Energy that should go toward creativity, strategic thinking, and collaboration gets rerouted toward self-protection. But when safety is high, the prefrontal cortex—the part of the brain responsible for decision-making and innovation—comes online. That’s when teams thrive.

Three Ways Leaders Can Create Psychological Safety:

1. Acknowledge what others won’t. Honest leadership lowers ambient fear and sets the tone.
2. Reward courage. Recognize people who speak up—even when their ideas aren’t perfect.
3. Model fallibility. Saying “I don’t know” as a leader is an act of power, not weakness.

A Simple Micro-Practice:

At your next team meeting, invite everyone to share “one brave thing”—an idea, question, or challenge. Your job isn’t to solve it on the spot. It’s to acknowledge it with curiosity and respect. Over time, this simple ritual rewires the culture.

Why It Matters Now:

1. It improves retention and trust.
2. It fosters innovation under pressure.
3. It helps organizations navigate change with more resilience.

Leaders don’t need to control every storm. They need to build safe harbors where people can bring their best selves.

📎 Learn more about how SOAR DISCernIQ™ Team Dynamics Assessments can help your team build the trust it needs to thrive.