What is Psychological Safety?
Barbra Carlisle • April 4, 2025
Psychological Safety is a root to sustainable high performing teams
Imagine this. You’re in a leadership meeting where a crucial decision is being discussed. One of your team members has an insight that could change the direction of the conversation, but they hesitate. The moment passes, and the idea never gets shared. A missed opportunity.
If this sounds familiar, you’re not alone. Research from Gallup (2023) found that only 3 in 10 employees strongly agree that their opinions count at work. Yet, the ability to challenge, contribute, and collaborate freely is the foundation of high-performing teams.
That’s where psychological safety comes in. A concept pioneered by Amy Edmondson, psychological safety is the belief that one can speak up without fear of humiliation, rejection, or punishment.
But this safety isn’t binary – it evolves through four key stages.
Each person experiences these stages differently, depending on their communication and thinking styles. Understanding this can help leaders create an environment where everyone feels safe to contribute.
The Four Stages of Psychological Safety
1. Inclusion Safety – "Do I Belong Here?"
This is the foundation of psychological safety – the need to be accepted as part of the group, regardless of differences in background, experience, or thinking style. Some people feel secure when relationships are prioritised, while others need clarity on their role in the team.
Signs of Inclusion Safety:
- People feel comfortable sharing personal experiences.
- Meetings feel welcoming, and all voices are acknowledged.
- Silence is seen as thinking time, not fear.
Different Voices, Different Needs:
Some people in your team will need warmth and relational connection to feel safe while others will want clarity on expectations and structure. Others will feel safe where there is an open, informal exchange of ideas and similarly some team members may feel safe when there is a shared vision and strategic purpose. Those with a creative thinking preference may value space for deep thought and time to articulate ideas fully.
Leadership Habit:
Use people’s names regularly and create structured opportunities for everyone to contribute.
2. Learner Safety – "Can I Grow Here?"
Once people feel included, the next level is about learning. Do they feel safe to ask questions, make mistakes, and try new things without fear of embarrassment? Some thrive on open-ended discussions, while others need clear expectations before stepping into learning.
Signs of Learner Safety:
- People openly ask for feedback.
- Mistakes are seen as opportunities for growth.
- Junior team members contribute without hesitation.
Different Voices, Different Needs:
As with inclusion safety different team members will place higher value on different aspects of learner safety. For example:
- some may hesitate to take risks if they feel failure might harm relationships.
- some want clear learning pathways before stepping out of their comfort zone.
- some learn best through interactive, social experiences.
- some need challenging problems to solve, not just incremental learning.
- some prefer to process information deeply before acting.
Leadership Habit:
Share your own learning style and be curious as to how others prefer to learn
3. Contributor Safety – "Can I Make an Impact?"
At this stage, team members feel safe to apply their skills, express ideas, and challenge the status quo. Some prefer to refine ideas before speaking, while others think aloud and iterate in real-time.
Signs of Contributor Safety:
- People proactively bring solutions, not just problems.
- There’s healthy debate without defensiveness.
- Meetings are energised – not dominated by a few voices.
Different Voices, Different Needs:
If we look at Contributor safety through the 5 Voices lens we can see that:
- Nurturers contribute when they know their ideas will benefit people.
- Guardians thrive when processes are followed and well-documented.
- Connectors engage when they can see the impact on relationships and networks.
- Pioneers bring their best when they can drive ambitious strategies forward.
- Creatives need the freedom to explore new concepts without immediate judgment.
Leadership Habit:
Respond to ideas with “Tell me more” rather than an immediate judgment.
4. Challenger Safety – "Can I Challenge Here Without Fear?"
This is the highest level of psychological safety, where people feel empowered to question assumptions, challenge leadership, and advocate for change – all without fear of retribution. Some challenge through logical reasoning, while others need time to reflect before speaking.
Signs of Challenger Safety:
- People call out flaws in processes or leadership decisions constructively.
- There is healthy disagreement, not just agreement for the sake of harmony.
- The best idea wins – not the loudest voice.
Different Voices, Different Needs:
Diversity of personality preference in the team will mean that some people:
- may challenge in a way that prioritises harmony and relationships.
- will challenge when there’s a risk to stability or structure
- challenge when they see an idea that could bring people together.
- challenge by pushing bold, strategic moves.
- challenge by offering visionary, outside-the-box thinking.
Leadership Habit:
Ask “What’s the counterargument to this?” in meetings to encourage diverse viewpoints.
The Business Case for Challenger Safety
When teams operate at Challenger Safety, organisations benefit in measurable ways:
- Companies with high psychological safety see a 27% increase in team performance (Google, 2022).
- Innovation skyrockets – teams are 45% more likely to experiment and take smart risks (CIPD, 2023).
- Employee engagement soars – teams with high safety have 76% lower burnout rates (McKinsey, 2023).
How to Check If Your Team Has Reached Challenger Safety
Ask your team these five questions:
- Do you feel comfortable challenging my thinking without consequences?
- Do you see mistakes as learning opportunities?
- When you contribute ideas, do you feel heard?
- Have you ever held back from speaking up? If so, why?
- What’s one thing I could do to make you feel safer to challenge?
If the answers reveal gaps, that’s where the work begins.
Final Thought: Psychological Safety is a Leadership Choice
Psychological safety isn’t a soft skill – it’s a strategic advantage. And it starts with small, consistent actions. Leaders who nurture inclusion, learning, contribution, and challenge create teams that are not just engaged, but unstoppable.
Where does your team sit in the four stages? Let’s have a conversation about creating a culture where every voice is heard and valued.
Book a conversation with Barbra from Glee Coaching to explore how to strengthen psychological safety in your organisation and to find out how adopting a 5 Voices approach you can create sustainable challenger safety workplaces. Email barbra@gleecoaching.com
When I first stepped into a leadership role, I did what many of us do, I mirrored the leadership styles I had seen in action as a young professional. I had seen Cathy Garner at the Housing Corporation back in the mid 90s invite me to a senior level meeting and me to reply "Why Cathy I don't have anything useful to say" and her saying "Barbra it is about being in the room. Come, it will not be a waste of your time". Brilliant advice. I also sub consciously took in the directive leaders, the nice to face not quite so nice behind your back leaders and began to learn that leadership means different things to different people. I also experienced leaders who manipulated and coerced me into positions that were simply not comfortable for a young female professional. What I came to learn that I had to be naturally me as a leader. Yes I over share, yes I make light of things, yes I am a glass half full person. I worked on recognising when that style didn't bring the best out of the people around me and I flexed my style. Uncomfortable but definitely rewarding. We all have it in our gift to ask "what kind of leader do I actually want to be?" In today’s leadership landscape, especially in the charity and non-profit sector, authenticity isn’t just a nice-to-have — it’s essential. According to recent research from CIPD, only 26% of L&D leaders feel their organisations are truly receptive to their ideas. That disconnect often stems from leaders not feeling confident in their own voice, or unsure how to bring their full selves to the table. Or bringing their full selves without filters and being told they are too loud, too this or too that. Why your leadership style matters Your leadership style shapes how people experience you — and how they experience their work. When you lead in a way that aligns with your values and personality, you create psychological safety, trust, and clarity. When you lead in a way that feels performative or borrowed, it can create confusion or even mistrust. When you lead without any consideration of what it is like to be on the other side of you I am sorry to say you will fail. Because not everyone will work well with the natural you. At Glee Coaching, I often work with new CEOs and senior leaders who are still figuring out what kind of leader they want to be. Some are navigating imposter syndrome. Others are trying to balance being approachable with being strategic. The truth is, there’s no one-size-fits-all model. But there is a way to lead that feels like you — and that’s where the real impact happens. How to start finding your style Observe, but don’t copy. Learn from others, but filter it through your own values and strengths. Ask for feedback. Not just on performance, but on how people experience your leadership. Try tools that build self-awareness. Programmes like Discover Your Leadership Voice (which I run monthly) help leaders understand their natural communication style and how to adapt it to others. Reflect regularly. What’s working? What feels forced? What energises you? Leadership isn’t about being the loudest voice in the room. It’s about being the clearest, most consistent version of yourself — and helping others do the same. Get in touch if you want to chat about how you can find your own style of leadership that works for you and those around you.
“I learnt a lot by going in and making the cups of tea, and hoovering up for them.” That quote came from Alan Adams, General Manager of Southport Flower Show and a guest on my podcast *The Unlikely Executive*. It stuck with me, not because it was about tea or hoovers ( though I do like the former, the latter less so), but because it captured something about a certain type of leadership: the insight that comes from experiencing all aspects of the organisation. I believe this links to leader empathy. In the charity sector, I have met three broad types of leaders 1. those who have 'worked' their way up 2. those who have pivoted from private to third sector and entered at a senior level (more about them in a later newsletter article) 3. those who have almost been pushed into leadership through personal circumstance (for example those who set up charities on the back of a personal trauma - again I will post about this at a later date) Today I want to focus on those who have worked their way up. They’ve been on the frontlines, run community events, answered helpline calls. That experience gives them a deep understanding of the people they serve and the teams they lead. But what if you didn’t start there? What if you came into leadership from another sector, or stepped into a senior role early in your career? Does that mean you’re missing something? Not necessarily. But it does mean you need to be intentional about how you connect with the frontline. Why it matters Leaders who understand the day-to-day realities of their teams make better decisions. They build more trust. They’re more likely to spot issues early and respond with empathy. In a recent People Management report, 41% of UK businesses now see learning and development as central to their strategy. That includes developing leaders who can connect across levels — not just manage from the top. How to build that connection (even if you didn’t start at the bottom) Spend time with your team. Not just in meetings, but in their world. Sit in on calls. Visit service sites. Ask questions. Listen without fixing. Sometimes the most powerful thing you can do is listen without jumping in with a solution. Be curious, not performative. People can tell when you’re ticking a box. Show genuine interest in their work and challenges. Share your own learning curve. Vulnerability builds trust. If you’re learning, say so. - my own personal favourite - have a work experience week - where you do a role that you have never tried before and take advice and guidance from the current postholder. At Glee, I work with leaders who want to lead with more empathy and impact — whether they started on the frontlines or not. What matters most is your willingness to understand, adapt, and grow. Because leadership isn’t about where you started. It’s about how you show up now.
