Somewhere during the pandemic, the concept of psychological safety truly started to gain traction in organizations. It became a gateway to areas previously referred to as equality, diversity, inclusion, and belonging. For someone like me, who has worked tirelessly in these fields for years, it was remarkable to see how people suddenly paid attention: “Psychological safety, now that’s important.” “It’s on our agenda.” “We’re actively working on it.” “We’re genuinely interested.”

Psychological safety and equity

You shouldn’t underestimate the power of buzzwords. But of course, it wasn’t just a trend—it was backed by solid research from experts like Amy Edmondson and organizations like Google, which highlighted the many organizational benefits of psychological safety.

When equality and diversity seemed far off, psychological safety felt closer. For someone who has always fought for equity—regardless of background, class, or life experience—this was a golden opportunity. And that’s great, but there is more to consider.

Understanding Knowledge and Power

If we’re serious about creating true psychological safety for everyone, we also need to incorporate an understanding of power and privilege. This is because our different backgrounds and experiences shape what we need to feel psychologically safe—safe enough to point out risks, voice differing opinions, and contribute fully with our ideas and expertise.

For instance, if I am part of a minority in the workplace—say, a young transgender person with experiences of discrimination, minority stress, and vulnerability—my background (and my needs) will differ from those of a middle-aged, white, cisgender person with formal power, such as a manager.

Similarly, for someone who is newly hired, speaking up about mistakes may feel riskier compared to someone who has been with the company for a long time. Likewise, if I come from a background where money and networks have been scarce, taking personal risks may feel like a bigger challenge than if I come from a background where financial security and strong networks are a given.

In addition, for someone who belongs to a minority, voicing a dissenting opinion may also carry a higher risk. This is because they might be seen as a representative for an entire group.

Psychological Safety Behaviors – The Foundation for Equity

One reason psychological safety resonates is that research clearly shows it’s a key driver of success for teams and organizations aiming to perform, innovate, and stay competitive in today’s complex world. Additionally, it’s practical—it’s easy to connect psychological safety to concrete behaviors, things we can all practice in our daily work.

Importantly, it always starts with ourselves. Here are three actionable tips:

• Show vulnerability and build trust: Share your own mistakes and the lessons you’ve learned. When you, as a leader or colleague, open up, you signal to others that it’s safe for them to do the same.
• Ask questions and listen actively: Encourage others to share their thoughts and perspectives, especially those who might not speak up first. Use your body language and responses to show you value their ideas.
• Learn about power and privilege: Understand how different backgrounds and experiences shape psychological safety. The more aware you are of your own privileges, the better you can support others.  Listen to this podcast, for example.

A First Step

If you want psychological safety to become part of your company culture, start by fostering a conversation about where you stand today. Gather examples of moments when people felt safe—and when they didn’t. These insights will help you set goals and develop concrete action plans for leaders, teams, and the organization as a whole.

Finally, remember: psychological safety is a journey, not a quick fix.