Psychological Safety Is Not Coddling: It’s the Key to Progress
Some leaders dismiss psychological safety as coddling. They picture teams tiptoeing around tough conversations, bubble-wrapped from criticism, holding hands in a circle, and singing songs of unity instead of actually getting things done.
As someone who once preferred the cold, hard facts of data to anything that smelled like “woo,” I’ll admit I was skeptical, too. The idea of focusing on feelings in high-stakes environments where accuracy and speed were non-negotiable felt unnecessary at best—and counterproductive at worst.
But after leading teams for 13 years and spending another 16 coaching and consulting senior executives, I’ve learned one critical truth: Psychological safety isn’t about coddling—it’s about creating space for real, unfiltered truth-telling.
The Misunderstanding of Psychological Safety
The concept of psychological safety often gets a bad rap because it’s misunderstood.
Some leaders equate it with making everyone feel comfortable at all times—avoiding conflict, keeping things “nice,” and sidestepping criticism. This mindset leads to what I call “Comfort Creep,” a culture where feedback is sanitized, challenges are avoided, and the status quo goes unquestioned.
One leader I worked with experienced this firsthand. She was frustrated because her well-intentioned efforts to foster a “safe” environment had backfired.
Instead of creating a culture of openness and innovation, she ended up with a team that watered down feedback, avoided tough conversations, and tiptoed around issues. The result? Declining innovation, missed opportunities, and a noticeable dip in speed and accuracy.
Psychological safety isn’t about comfort—it’s about fostering the kind of openness that drives progress.
What Psychological Safety Really Means
At its core, psychological safety is about creating an environment where people feel secure enough to speak up, share ideas, and point out potential problems—without fear of ridicule, dismissal, or retribution.
It’s not about avoiding hard truths; it’s about surfacing them.
True psychological safety enables:
Constructive conflict: Disagreeing without fear of damaging relationships.
Honest feedback: Sharing opinions and critiques that challenge the norm.
Courageous risk-taking: Proposing bold ideas without fear of failure.
In a high-performing team, psychological safety doesn’t dilute accountability—it strengthens it.
Transforming a Culture of Silence
The leader I worked with realized her team’s silence was stifling progress, so we developed a plan to foster a culture of truth-telling without fear. Here’s what we did:
1. Normalize Questions That Dig Deeper
We introduced questions like:
“What haven’t we talked about?”
“What risks are we missing?”
“What might go wrong here?”
These open-ended prompts encouraged team members to think critically, address blind spots, and surface unspoken concerns.
At first, these questions were met with silence. But over time, they signaled to the team that it was safe—and expected—to speak up.
2. Dedicate Time to “Speaking the Unspoken”
Every other staff meeting, we set aside 15 minutes for a focused discussion on risks and challenges.
This wasn’t a brainstorming session or a space for general feedback. It was specifically designed to:
Surface the issues no one wanted to talk about.
Highlight risks that could derail projects.
Identify blind spots in the team’s thinking.
By giving this process a dedicated time and space, we made it clear that speaking the unspoken was a priority, not an afterthought.
3. Listen Without Shutting People Down
When team members spoke up, we emphasized active listening.
The leader resisted the urge to interrupt, defend, or dismiss concerns. Instead, she asked clarifying questions and validated the courage it took to share.
This wasn’t just about hearing people—it was about showing them their voices mattered.
The Results: Progress Through Truth-Telling
At first, the changes felt awkward. There were moments of silence, hesitation, and uncertainty.
But the leader stuck with it. And slowly, the team began to realize this wasn’t a box-ticking exercise—it was a genuine shift in how they communicated.
Within weeks, the quality of feedback improved dramatically.
Team members started identifying risks early, leading to faster course corrections. Blind spots were addressed before they became problems. And innovative solutions began to emerge because people felt safe enough to share bold ideas.
The leader noticed a shift in the team’s energy. Instead of playing it safe, they leaned into tough conversations with a shared sense of purpose.
Why Truth-Telling Drives Progress
Psychological safety doesn’t eliminate conflict; it channels it productively. It allows teams to engage in constructive conflict that challenges ideas, not people.
When truth-telling becomes part of a team’s DNA, several powerful shifts occur:
1. Faster Problem-Solving
Issues are identified and addressed before they escalate. Teams move quickly because they’re not wasting energy navigating unspoken tensions or avoiding hard truths.
2. Better Decision-Making
Diverse perspectives lead to more informed decisions. Psychological safety ensures all voices are heard, especially those with unique insights or alternative viewpoints.
3. Stronger Innovation
Fear stifles creativity. When people feel safe, they’re more likely to propose bold ideas and take calculated risks—key drivers of innovation.
4. Greater Trust and Collaboration
Open communication builds trust. When team members know they can speak up without fear, collaboration becomes more seamless and effective.
Overcoming Common Barriers
Building psychological safety isn’t without its challenges. Here’s how leaders can address common barriers:
Silence: Normalize discomfort by modeling vulnerability and honesty.
Defensiveness: Approach feedback with curiosity, not judgment.
Fear of Failure: Frame mistakes as learning opportunities, not career-ending events.
These shifts require consistency and patience, but the payoff is worth it.
Final Thoughts: Psychological Safety Is a Competitive Advantage
Psychological safety isn’t about coddling—it’s about creating the conditions for truth-telling and progress.
It’s what allows teams to move faster, think smarter, and innovate better.
As leaders, it’s our responsibility to foster this environment. To ask the hard questions, listen to the tough answers, and model the courage we want to see in our teams.
The next time you find yourself dismissing psychological safety as “too soft,” remember this:
It’s not about avoiding the hard stuff—it’s about tackling it head-on.
And that’s where real growth happens.