“Psychological Safety as a Strategic Priority” cannot be an executive mandate. It must be through executive leadership, setting an example which cuts across the organization. You cannot create an environment of psychological safety with just some of your leaders.

The powerful reasons that hold individuals back (identified in this article) are easily justified when an individual observes a leader’s behavior which is counter to an environment of psychological safety. Leaders who might be on their journey, who are making it clear that they are trying, who ask for feedback and acknowledge setbacks will have the best chance of keeping or rebuilding trust after making a mistake in this space.

But, to be clear, this change is not driven by structural elements and programming. This change grows from the depths of the leaders who choose to create a better environment for everyone around them.

Resilient Organizations Make Psychological Safety a Strategic Priority

Much has been written about psychological safety’s role in improving workplace wellness and even in helping stem the tide of the Great Resignation. But to weather uncertainty, organizations need to look beyond individual well-being and make psychological safety a strategic priority, creating a cultu…

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