Achieve Maximum Success Through a Focus on Safety, Equity, and Power

Achieve Maximum Success Through a Focus on Safety, Equity, and Power

Ellen Landberg

Achieve Maximum Success Through a Focus on Safety, Equity, and Power

Ellen Landberg

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.

Ellen Landberg

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A Brain-Friendly Workplace – For Improved Mental Health

A Brain-Friendly Workplace – For Improved Mental Health

All Doers

A Brain-Friendly Workplace – For Improved Mental Health

All Doers

It’s time to prioritize mental health at work!

On October 10th, it’s World Mental Health Day, an initiative started by the World Federation for Mental Health. This year’s theme is It is time to Prioritize Mental Health in the Workplace.

At Doings, we couldn’t agree more – it’s time to organize for mental health, even at our workplaces. The theme is more relevant than ever. We are facing challenges (and opportunities) like accelerated digitalization, economic uncertainty, and geopolitical instability. The work environment (and life in general) is constantly changing, and the demands for adaptability and personal development have never been higher.

Why mental health at work is crucial right now

  • Blurring boundaries between work and personal life – Since the pandemic, the separation between work and personal life has increasingly faded, as many companies have shifted to hybrid or remote work models. The once-clear distinction between work hours and personal time is becoming more ambiguous, which can create a sense of insecurity for many individuals. As these boundaries blur, employees often find it difficult to fully “switch off,” and we’ve observed that many feel the need to be constantly available. Which can lead to persistent stress and exhaustion.
  • Rising mental health issues – Several studies show that stress-related illnesses, burnout, and anxiety are on the rise. According to WHO, mental health issues cost the global economy approximately a billion USD per year in productivity losses. Failing to prioritize mental health in the workplace is not just a moral issue, but also an economic one.
  • A generation with high expectations – Today’s workforce, especially younger generations, has higher expectations from their employers when it comes to well-being and mental health. They value work-life balance and want to work for companies that take responsibility for employee well-being.

Proactively addressing mental health

Our sense of security and predictability is being challenged on multiple fronts, which significantly impacts mental health. On average, we spend about one-third of our waking hours at work—over a lifetime, that adds up to roughly 100,000 hours! As employers, it is more important than ever to prioritize structured efforts to support and improve mental health in the workplace. Because we have the power to make a meaningful difference!
The focus should be on working proactively not just to avoid mental health issues but to strengthen and optimize engagement and performance. Neuroscience gives us important keys on how to work and organize ourselves at our workplaces.

A brain-friendly workplace – 4 tips

How can we better tailor the workplace to align with the natural functions of our bodies and brains? What does research consistently highlight as most effective for supporting mental health? Here are four tips from us:

  1. Adjust workflows to the brain’s natural rhythms. Research shows that our brains function best in cycles of intense work periods of 90–120 minutes, followed by a break. Employers can encourage employees to work in such “sprints” to maximize both efficiency and well-being.
  2. Create space for mindfulness and meditation. Introduce mindfulness training at work, which is well supported by neuroscience. Mindfulness has been shown to reduce activity in the part of the brain associated with worry and self-criticism, while increasing the brain’s capacity for concentration and calm. A suggestion could be to have a quiet room where people can take mindful breaks.
  3. Build a work environment that supports cognitive recovery. Neuroscience shows that we perform best in environments that allow intense focus interspersed with cognitive recovery. Workplaces can offer quiet zones for concentrated work, as well as social and creative spaces where the brain can relax and recover. Digitally, we should also ensure spaces for informal chats.
  4. Focus on the home work environment too. When designing our workplaces with these tips, it’s good to remember that we need to nudge ourselves and each other, even in hybrid environments. This can mean agreeing on breaks even when working remotely and ensuring that the home environment allows for both focus and recovery. It’s also good to remember that those physical safety checks at the office, like making sure no one trips over a cord, are now needed for the home office too!

The benefits of prioritizing mental health at work

Mental health at work is not just a personal issue for employees; it’s a strategic issue for employers. Companies that prioritize mental health see not only increased productivity and lower absenteeism but also higher employee satisfaction and engagement.

At Doings, we are deeply passionate about these topics— not just because they’re important, but because we’re genuinely fascinated by how people function at their best, both individually and in teams. This curiosity drives us to find innovative solutions that continuously enhance workplace engagement, starting with our own.

We’d be thrilled to help you design a brain-friendly workplace that supports your team’s mental health. Give us a call or reach out to hej@doings.se – we’d love to chat!

All Doers

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