What Really is a Psychologically Safe Work Culture? Can it Exist?

Many of the perks offered to employees to promote a psychologically healthy workplace miss the mark.  Often these incentives at best promote the opposite; ineffective perks make employees feel disregarded and unseen, which leads to bad outcomes like apathy and quiet quitting.  For example, allowing employees to take mental health days is a bandaid to a larger issue, employees would much rather not have to take them in the first place because they have a safe and supportive work environment.

Additionally, a McKinsey Survery showed that only 26% of leaders actually created psychological safety for their employees.  Leaders incorrectly assume because they feel psychologically safe, their team members do too, and are confused when employees do not seem like they are performing at their optimal level and their company retention is less than ideal. The American Psychological Association also found that employees report their leaders believe their workplace is more psychologically safe than it actually is, and that the employees were nervous to bring up anything related with their managers because they thought it would impact them negatively.  So despite any efforts to the contrary, employees do not view any mental health friendly policies as such, but instead lip service to a very big and important issue.

The good news is the secret sauce to a healthy workplace isn’t terribly difficult or expensive.  The key is that things don’t make a workplace psychologically safe, the other people do.

1. Listen and notice. To absolutely everything. From the small talk before the zoom meeting starts to the bigger issues people bring to you. Listen to all sides, notice how people are talking about these things (are they excited, scared, indifferent), notice if others have more to say about an issue, but have been cut off.  Watch interpersonal dynamics between team members. Not sure how to do this?
   – Start by encouraging all team members to contribute their thoughts on email or in a meeting even if they go against the popular view. Then notice how easy or hard it is for them to do this, and the reactions of their peers.  You’ll start to see dynamics and personalities emerge.
   – Be inquisitive.  Ask people to say more, get as many details about everything as you can (and as is appropriate). Give people time, space, and encouragement to say what they need to say. If you don’t have the time then, make an appointment in real time with them to show that you’re interested, you care, and you understand it is important.- Ask people to play out scenarios they are talking about.  For example, if an employee comes to you saying they are worried about a deadline, have them explain to you what they think will happen if they miss it, in detail (“so and so will be mad” would warrant additional questioning about “so then what”).  You’ll be able to understand the true underlying issues and, maybe more importantly, the feelings behind the issues.

   – When appropriate, ask people how they are feeling.  About issues, working in general, the baseball game. This shows you care and will also give you insight into who they are, their personalities, and how they might interact with other members of the team.

   – Always be available, even if terribly inconvenient, all while making it clear you don’t expect this of your employees. People will feel you’re on their side.

2. Share. Let people know you’ve heard them.  Validate their experience even if you don’t understand it or can’t do anything to help. Let them know you appreciate their honesty and talent, even if they are failing. Remember, everyone has their emotional strengths and weaknesses, but absolutely everyone wants to be understood and feel connected to others.

If you take these steps, you’ll be able to manage by relationship, the holy grail of a psychologically safe workplace. When you establish relationships with others there is a mutual give and take that is efficient.  Employees are more likely to agree to important asks, because they know you and know you care about them, and know you wouldn’t ask if it wasn’t important.  You are more likely to agree to an extra day off because you know your employee is taking their elderly mother on a trip and how important that is to their family. It becomes a beautiful circle of kindness, wellness, and productivity.  These steps can be taught to your managers and promoted throughout company culture.  As you do, there will be a noticeable shift in attitude and efficiency in your office.

The days of the untouchable CEO are over, but the good news is that being accessible will actually make things much easier for you at work. If you practice listening, being curious, and aligning with your team members on issues they find important (even if you don’t), you’ll be pleasantly surprised at how quickly the culture starts to authentically shift in your workplace.

Written by Dr. Janna Koretz, PsyD.

Have you read?
Richest Countries In Europe In 2024.
Most Attractive Countries To Private Equity, Venture Capital, and Hedge Fund Investors.
Revealed: Highest-paid news media executive in the United Kingdom.
Countries Leading the Way on Climate Change.
World’s Best Countries For Adventure Tourism.