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In this article, we introduce three simple but effective tools to help strengthen psychological safety in teams. The goal is clear: as a leader, you should be able to create a space where employees feel safe to share, challenge and learn - without fear of ridicule or punishment. You can explore the topic in more depth and discover what you can do to build or reinforce psychological safety by watching our free mini masterclass (only available in danish) on the subject.
What is psychological safety and why does it matter?
Psychological safety is not a metric or a scorecard. It is a lived experience and a belief. It’s about whether employees feel safe enough to share ideas, ask questions and admit mistakes without fearing negative consequences.
This belief exists within each individual and is shaped by experiences and micro-interactions in everyday work. That’s why statements like “just feel safe” rarely work. Psychological safety is a state that needs to be built, nurtured and continuously maintained.
Too many leaders believe their teams feel safe — without actually knowing. But investing in psychological safety pays off. A clear example is Google’s “Project Aristotle”, which identified psychological safety as the single strongest predictor of future team performance.
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With our free mini masterclass, only available in danish, you'll gain deep insight into what creates a strong foundation for psychological safety in your organisation.
The 3 Tools
There are many approaches and tools that can help strengthen psychological safety in a team. It doesn’t have to be complicated or require extra time in your day-to-day. Psychological safety emerges when we feel seen, heard and respected — but also when we ask questions, share mistakes or dare to think out loud.
Here are three practical tools you can use as a leader or colleague. They’re a great place to start if you want to create a work environment where people feel safe to be themselves and where safety becomes a driving force for both wellbeing and performance.
Tool 1 – Framing: Set clear expectations from the start
Framing may sound simple, but many leaders underestimate the impact of doing it deliberately and thoroughly. Psychological safety isn’t just about tone and culture - it starts with structure. When you open a meeting with a clear frame, you create calm, direction and a clear invitation to participate.
A standard frame is built around three guiding questions:
- Purpose: Why are we here today? When the team understands what the goal is, they can focus their energy and knowledge.
- Outcome: What should we walk away with? This gives everyone a shared point of reference and reduces misunderstandings.
- Participation: What is expected of me as a participant? Should I listen, challenge, offer suggestions or make a decision?
A real-life example from a hospital illustrates the power of this approach: A senior physician opened a meeting by outlining its purpose, boundaries and roles, and specifically addressed new attendees with an invitation to share anything that puzzled them after the meeting. The result? Newcomers quickly felt part of the group, and the entire team worked more effectively with valuable input from the very first minute.
This shows that intentional framing not only saves time - it also strengthens trust and ownership.
Learn more: Trust-Based Leadership: Building Success Through Trust
Tool 2 – Invite Participation: Make it Easy to Speak Up
Safety does not emerge on its own. It must be shaped by you and your team. A team where the same three people always speak is not tapping into its full potential. As a leader, you hold the key to opening the conversational space for everyone by actively inviting participation.
One powerful method is to role model vulnerability. When you, as a leader, are willing to show that you don’t have all the answers - for example, by saying: “I’m unsure about which direction we should take. What do you think?” - you create room for real dialogue. You become human and relatable. Most importantly, you send the message that it is okay to be uncertain and to think out loud.
Learn more: Become a strong relational leader
At the same time, the simple method “1-2-All” can be a game-changer in meetings:
1: Reflect silently for one minute so everyone has the chance to form an opinion.
2: Share your thoughts with a colleague. This allows ideas to be explored in a safe space.
All: Share in the larger group, now with greater confidence and clarity. Be inspired by each other’s input.
This structure is especially helpful for more introverted team members, who might otherwise hold back. The result is a broader range of perspectives and stronger solutions - without forcing anyone to speak.
Værktøj 3 – Respondér konstruktivt: Beskyt og bekræft deltagelse
Det er ikke nok at åbne rummet, du skal også sørge for at beskytte det. Psykologisk tryghed kan let forsvinde, hvis ikke du håndterer de små signaler, der underminerer fællesskabet: et suk, rullende øjne, en sarkastisk kommentar. De virker måske harmløse, men de kan kvæle deltagelse og gøre medarbejdere usikre.
Din opgave som leder er at respondere konstruktivt. Når du observerer en adfærd, der truer trygheden, så grib den – kærligt og nysgerrigt. Eksempel: “Jeg har lagt mærke til, at du sukker, når vi diskuterer det her emne, hvad handler det om?”
Det handler ikke om skældud, men om at bringe det skjulte frem i lyset og skabe en kultur, hvor det er trygt at tale om det svære.
Lær mere: Sådan tager du den svære samtale
Endnu bedre er det at skabe en fælles samtale om normer. Inviter teamet til at tale om, hvordan I gerne vil være sammen: Hvilken adfærd styrker vores samarbejde? Hvilke signaler skal vi være opmærksomme på?
På den måde bliver tryghed en fælles opgave, ikke kun din.
Lær mere: Anerkendende ledelse
Typiske faldgruber, ledere bør undgå – og hvordan du navigerer udenom dem
Selvom du som leder har de bedste intentioner og de rigtige værktøjer i hånden, er der nogle klassiske faldgruber, der kan spænde ben for din indsats. Her er de tre mest almindelige, og hvordan du undgår dem:
1. "I can handle it alone"
Many leaders believe that psychological safety depends solely on their own behavior. But safety is not something you can "give" to your team. It is something the team creates together. It is a collective experience shaped by everyone’s behavior. If just one team member consistently interrupts others or rolls their eyes, it can break the dynamic and undermine psychological safety.
Example:
A leader tries to encourage open dialogue but has a senior employee who often criticizes others' input. Even though the leader acts inclusively, the rest of the team stays silent out of fear of being judged. The result is hesitation and disengagement.
Learn more: How to work with introverts and extroverts in your team
Solution:
You need to identify and engage the informal leaders and key people in your team. Actively involve them so they become ambassadors for the culture you want to build.
2. "But I already said it once"
Another common trap is believing that one presentation or meeting is enough to create change. Psychological safety requires repetition, consistency, and above all, shared experiences where the team feels the impact.
Example:
A leader sends out an article about psychological safety and briefly mentions it at a staff meeting. The following week, the team still seems hesitant. He doesn’t understand why - after all, he “communicated it.”
Solution:
Knowledge must be turned into experience. Design small sessions where the team gets to try it out - case work, feedback exercises or “1-2-All” conversations. When the team feels the difference, they understand the message.
3. "I want to, but I don’t have time"
Many leaders put “psychological safety” on their wish list, but it gets lost in daily operations. It becomes a good idea written in a notebook, but never a real priority.
Example:
A leader plans to implement monthly reflection meetings but keeps postponing them due to deadlines and a busy schedule. The result? Nothing changes. The team does not sense it’s a priority.
Solution:
It doesn’t require large-scale projects. Small and consistent routines work just as well. Use five minutes at the end of a team meeting to ask, “Did you feel heard today?” or “What could make our meetings more effective and innovative?” Make it part of the daily rhythm.
Remember, these pitfalls are not signs of poor leadership — they are simply human. What matters is becoming aware of them and working with them deliberately. Once you steer clear of these blind spots, the path to real psychological safety becomes clearer, more accessible, and more effective.
Read more: Systemic leadership: Build holistic thinking into your organisation’s DNA
Practical steps with a team-based journey in psychological safety
To make it easier for you as a leader to create results, Feedwork has developed a digital learning journey focused on psychological safety. It is a structured process featuring video guidance, reflection exercises, and conversation templates that help bring your team closer together, step by step.
The journey is:
- Easy to facilitate: All you have to do is play and pause the videos
- Designed for daily work life: The exercises are short, effective, and tailored for real teams
- Tried and tested: Thousands of employees and leaders have already benefited from it - in both municipalities and large companies
So whether you're working with a team in crisis or a high-performing group ready for the next level, this is a simple and effective way to get started.
FAQ: Psychological safety for leaders
What is psychological safety in practice?
It’s the feeling that you won’t be punished or humiliated for speaking up or sharing ideas openly.
Why is the standard meeting framework so effective?
Because it provides clarity, motivates participation, and sets the tone right from the start. It creates a safe space where everyone understands the purpose of the meeting and what is expected of them.
How do I get my team on board?
Through shared experiences, a common language, and active participation. If you’re genuinely engaged and motivated to learn, that energy spreads to the team. If your team senses you're only doing this because HR told you to, start by reflecting on your own motivation for working with psychological safety. Trust us — it’s worth it.
What should I do about unsafe, sarcastic, or unpleasant behavior?
Ask questions without judgment. Establish shared ground rules for team behavior and address issues openly.
How can I easily start a team journey?
Use Feedwork’s digital learning journey with guided videos and practical exercises. If you have questions or need support, feel free to contact us here.
Can psychological safety and performance go hand in hand?
Yes - in fact, it’s in the learning zone, where both safety and expectations are high, that performance truly flourishes.
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