Psychological safety is not about being nice


​

Psychological safety is not about being nice

It is about whether people speak up when it matters

Dear Reader

Psychological safety is one of the most talked about leadership concepts.

And one of the most misunderstood.

I spent significant time working on this across an organisation.

It was not broken. But it was inconsistent.

So we focused on what was not being said.

The avoided conversations.
The issues sitting just below the surface.
​The “stinky fish” no one wanted to raise 🐟

And when people did speak up, we acted.

That is where it starts.

What psychological safety is not

It is not:

  • Being nice
  • Avoiding tension
  • Agreement at all costs
  • “Anything goes”
  • Protecting people from challenge
  • Lowering standards
  • Making meetings comfortable
  • Avoiding difficult conversations

You can have all of the above and still have low psychological safety.

Because people are still holding back.

What it actually is

Psychological safety is simple.

It is whether people speak up when it matters.

  • Calling out something that feels off
  • Challenging an idea, including your leader’s
  • Admitting a mistake early
  • Saying “I don’t know”
  • Raising a risk before it becomes an issue

And it only works if it sits alongside:

High standards. High accountability.

The best teams are not comfortable.

They are candid, respectful, and performance-oriented.

Where leaders get tested

Most leaders believe they are open to challenge.

The real test is what happens next.

  • When someone disagrees with you
  • When a mistake is raised
  • When a risk is surfaced early

Do you lean in or shut it down?

Do you explore or defend?

Do people feel heard, or do they learn to stay quiet next time?

Psychological safety is built or broken in those moments.

A simple test

Ask yourself:

  • Do people challenge you in the room, or after the meeting?
  • Are issues raised early, or when it is too late?
  • Do people say “I don’t know”, or default to confidence?

Final thought

Psychological safety is not about making things easier.

It is about making it possible to say the things that matter.

But it is not easy and it takes time to get there and stay there.

Warmly,

​
​Liz​
​Strategic Advisor | Former CEO | Founder, Volante

Based in Kenya, available globally

Volante Consulting Kenya

Read more from Volante Consulting Kenya

Your year end review should not contain surprises Agreeing what success looks like is only the start. Keeping that understanding shared takes work throughout the year. Dear Reader, As we head towards the end of the year, many of us will be preparing for performance reviews. Either our own, or those of the people we lead. I have been thinking about two questions. Have we kept a shared understanding of what success looks like? And are we recognising the full contribution we expect from senior...

You promoted your best performer. Now it isn't working. Before deciding what to do, work out what has actually gone wrong Dear Reader, They were one of your strongest performers. So you promoted them. Six months later, they are struggling. Or perhaps worse, they are still delivering, but the way they are leading is creating problems for everyone around them. I have seen this quite a few times. And I think one of the mistakes we make is assuming that because someone was ready for promotion,...

Is your strategy driving your choices, or are your choices rewriting your strategy? In a difficult funding environment, staying anchored to the problem matters more than ever Dear Reader, There is a phrase I keep coming back to: Fall in love with the problem, not the solution. It sounds simple. In practice, I think it is becoming increasingly difficult. This is an incredibly tough funding environment. Organisations are cutting costs, looking for new sources of revenue and asking where the...