As employers strive to retain employees amid declining workplace well-being, leaders must take new approaches to managing employees. Psychological safety, defined by Harvard Business School professor Amy Edmondson, is “a shared belief that the team is safe for interpersonal risk-taking.” The concept can also be described as confidence to share ideas or opinions without fear of retaliation.
In today’s workplace, employees desire to feel a sense of purpose. According to Gartner, 82% say it’s important to be seen as a person by their organization. Workers want more from their jobs according to Gartner’s “The Human Deal,” including:
- Deeper connections
- Radical flexibility
- Personal growth
- Holistic well-being
- Shared purpose
Psychological safety can meet the needs of what employees want at work. When workers can share ideas, safely make mistakes, and bring their authentic selves to work each day, they can do their best work without fear of taking risks or trying new strategies. The four stages of psychological safety are outlined on BetterUp.com: inclusion safety, learner safety, contributor safety, and challenger safety.
Leaders can promote psychological safety in many ways. The National Safety Council, which found a correlation from psychological safety to physical safety in a survey, suggests managers focus on:
- Supporting mental health
- Communicating expectations clearly
- Communicating openly
- Encouraging a mindset of learning
Have you created a work environment that allows your employees to feel psychologically safe? It’s a sensitive question that requires brutal honesty with yourself, but the impact on those who share your workplace can be life changing.
Disclaimer: These general guidelines do not constitute medical advice. Please consult with a physician to determine best health practices for your needs.
