Do you believe psychological safety is just another leadership buzzword? Think again…

This is the secret sauce that separates good teams from great ones.

Last week, we introduced this underrated concept, but now it's time to clear the air on what it really means.

Myth #1: "Psychological safety is about being nice."

You might think: "I need to always agree with my team to maintain psychological safety.”

Reality: It's about creating a space for honest, productive conversations.

Truth is: Psychological safety isn't about being polite or avoiding conflict. It's about creating an environment where team members feel secure enough to engage in candid discussions and productive disagreements.

Try this: Next meeting, actively ask for differing opinions. Show your team that diverse thoughts are valued, not penalized.

Myth #2: "Psychological safety is just another word for trust."

You might think: "If my team trusts me, we automatically have psychological safety.”

Reality: While related, psychological safety goes beyond trust to create an environment of immediate openness.

Truth is: Trust is about future expectations, while psychological safety is about immediate interpersonal consequences. It's experienced at a group level and affects whether people feel they can be forthcoming in the moment.

Try this: When someone shares a concern or admits a mistake, respond with curiosity, not judgment. Show them it's safe to be open right now, not just eventually.

Myth #3: "Psychological safety means lowering performance standards."

You might think: “If I prioritize psychological safety, I can't hold my team accountable.”

Reality: It's about creating conditions where high performance becomes the norm.

Truth is: Psychological safety actually enables higher performance by allowing team members to be candid and seek help. It thrives in an environment of mutual respect and high standards. When people feel safe, they innovate, take smart risks, and push boundaries.

Try this: Set clear, ambitious goals while encouraging open communication about challenges and ideas. This isn't about relaxing expectations – it's about creating a 'learning zone' where both psychological safety and performance standards are high, leading to continuous improvement and up-skilling.

Myth #4: “Psychological safety alone guarantees high performance”

You might think: "If I create psychological safety, my team will automatically perform at their best.”

Reality: It's a crucial foundation, but not the whole picture of effective leadership.

Truth is: Psychological safety removes barriers to excellence, but it doesn't provide the fuel. Great leaders pair psychological safety with clear direction, motivation and high standards.

Try this: Pair your efforts to build psychological safety with clear, inspiring goals. Setting a high performance bar — challenging yet achievable expectations — will ignite your team’s potential. Regularly communicate the team's purpose and provide coaching to help your team excel. Make striving for excellence a rewarding experience, not just a demand.

All In All:

Psychological safety isn't just about creating a comfortable environment – it's about laying the groundwork for excellence and innovation. But remember, that's only part of the equation.

Every business has 2 main products. One is the product you sell to your customers. The other is your team culture.

Build your internal product to be an environment of high psychological safety and a high performance bar.

Think of psychological safety as removing the brakes that hold your team back — but you still need to provide the fuel and direction. This will allow you to nurture high performance while ensuring a healthy working environment.

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