It’s easy to hire someone with all the right degrees, the credentials, the impressive resume, and who has the perfect answers in interviews. It’s easy to be dazzled by theories, slick presentations, and the kind of language that sounds good on a company’s “About Us” page.
But when it comes to psychological safety and the real work of making sure people feel safe to speak up, make mistakes, and be themselves at work - who’s actually doing the work?
In every organization, there are those who talk about psychological safety and those who create it. And there’s a world of difference between the two.
The Pitfall of Empty Words
Psychological safety has become a buzzword. Leaders drop it into conversations, companies add it to their values, and consultants include it in their trainings. But for many, it’s just that - a buzzword. It sounds progressive and caring, but doesn’t lead to meaningful action.
It’s easy to talk about psychological safety. It’s much harder to prioritize it, measure it, and monitor it. To actually do the work means addressing power dynamics, challenging ingrained behaviors, and sometimes having uncomfortable conversations. It’s a commitment that goes far beyond the surface.
In a time when organizations worldwide are facing unprecedented challenges (such as disruption, economic pressures, and the shift to remote and hybrid work), the need for psychological safety has never been more critical. Employees need to know they can speak up, raise issues, and bring as much of themselves to work as possible without fear of judgment or retribution.
Moving from Words to Action for psychological safety
A global movement is needed to bring psychological safety to the top of workplace agendas. And not as a talking point, but as a true priority. This movement demands leaders who are ready to:
Measure psychological safety in tangible ways: It’s not enough to assume it exists because no one has spoken up about issues. Leaders need real data to understand how safe their people feel.
Monitor progress over time: Psychological safety isn’t a box to check - it’s a continuous effort. Regular check-ins, surveys, and open feedback loops are essential to ensure progress.
Hold everyone accountable: Psychological safety is a collective responsibility. It requires commitment from every level of the organization, from frontline employees to the C-suite.
No one person can do this alone. Creating a safe workplace is a collective effort that requires commitment, consistency, and courage. It’s about creating a culture where psychological safety is woven into the fabric of everyday interactions, not relegated to a slide in a presentation.
Don’t Be Impressed by Theory Alone
There are always going to be people who articulate psychological safety beautifully, who understand the theory inside and out. But theory alone won’t protect your team. It won’t make people feel safe to share new ideas, point out problems, or admit mistakes. For that, you need leaders who are willing to go beyond the words and do the hard work.
So, as you look around your organization, don’t be too impressed by those who talk a good game without backing it up with action. Psychological safety isn’t built on empty promises or impressive credentials. It’s built on everyday actions, on integrity, and on the courage to prioritize people over optics.
Will You Be Part of the Movement?
The time has come to stop being satisfied with talk and start demanding real change. A global movement for psychological safety requires leaders who understand that this isn’t a solo endeavor, but a collective commitment.
If you’re serious about creating a workplace where everyone can thrive, it’s time to step up and lead with action, not just words. Will you join the movement with us?
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