Psychological safety isn’t just a “nice-to-have”—it’s essential for building innovative, high-performing teams. Yet many leaders misunderstand what it truly entails and how to cultivate it.
At its core, psychological safety means feeling free to speak openly, ask questions, and challenge ideas without fear of embarrassment or reprisal. It’s the “social glue” essential for trust and innovation.
However, psychological safety doesn’t just happen. It requires deliberate, visible actions—precisely the behaviours defined by Linking Skills within the Linking Leader Profile (LLP|360) framework.
Inspired by recent insights from the Harvard Business Review (May 2025) , let’s explore six common myths about psychological safety and how Linking Skills can turn good intentions into genuine cultural impact.
On This Page
- Myth 1: Psychological Safety Means Being Nice
- Myth 2: Psychological Safety Means Getting Your Way
- Myth 3: Psychological Safety Means Job Security
- Myth 4: Psychological Safety Undermines Performance
- Myth 5: Psychological Safety Is Just a Policy
- Myth 6: Psychological Safety Is a Top-Down Effort
- Final Thoughts
1. Psychological Safety Means Being Nice
Truth: Psychological safety is about speaking hard truths—kindly.
It’s not about sidestepping tough conversations but engaging in them empathetically and constructively.
Linking Skills in Action
- Active Listening: Remain curious and open instead of defensive.
- Communication: Express ideas clearly without blame or ambiguity.
- Problem Solving & Counselling: Create an environment where team members feel secure discussing difficult topics.
Example
A manager receives critical feedback, sincerely thanks the team member for honesty, and collaboratively seeks solutions rather than becoming defensive.
2. Psychological Safety Means Getting Your Way
Truth: Being heard doesn’t always mean agreement—but it does mean everyone’s voice matters.
Psychological safety ensures everyone feels valued, even when decisions don't align with their suggestions.
Linking Skills in Action
- Participative Decision Making: Involve others transparently in decisions.
- Active Listening: Confirm understanding, even without agreement.
- Team Relationships: Maintain trust through respectful, open dialogue.
Example
A leader openly discusses diverse team views, acknowledges contributions, clearly explains their final decision, and strengthens cohesion.
3. Psychological Safety Means Job Security
Truth: Candor thrives even during uncertainty.
Psychological safety is less about guarantees and more about trust, respect, and commitment to ongoing development.
Linking Skills in Action
- Team Development: Demonstrate genuine investment in individuals' growth.
- Motivation: Connect team efforts to shared goals and purpose.
- Delegation: Signal trust by empowering team members with responsibility.
Example
Amid organisational restructuring, a leader maintains transparency, promotes skill-building, and empowers team members to proactively engage in change.
4. Psychological Safety Undermines Performance
Truth: High standards and psychological safety go hand-in-hand.
Accountability thrives in environments where openness and transparency reign.
Linking Skills in Action
- Objectives Setting: Clearly articulate expectations and roles.
- Quality Standards: Consistently reinforce excellence and learning.
- Problem Solving & Counselling: Reframe mistakes as opportunities for growth.
Example
After a project setback, the team conducts a no-blame retrospective, openly discusses lessons learned, and moves forward collaboratively.
5. Psychological Safety Is Just a Policy
Truth: Psychological safety lives in daily interactions, not policies alone.
Policies are important, but real culture emerges from leaders’ everyday actions—particularly in challenging moments.
Linking Skills in Action
- Problem Solving & Counselling: Respond compassionately in real-time.
- Communication: Reflect organisational values through tone, actions, and responsiveness.
Example
A leader calmly addresses conflict as it arises, modeling vulnerability and authenticity—demonstrating that psychological safety is a lived value, not merely a documented ideal.
6. Psychological Safety Is a Top-Down Effort
Truth: Everyone contributes to psychological safety.
True psychological safety emerges from a shared effort across all team levels.
Linking Skills in Action
- Interface Management: Foster cross-team collaboration and communication.
- Team Relationships: Strengthen mutual respect through active engagement.
- Active Listening: Reinforce openness and inclusivity, no matter the speaker’s role.
Example
A team member notices another being excluded from discussion and proactively invites their input, reinforcing a culture of inclusion from the ground up.
Final Thoughts
Psychological safety is not optional—it’s foundational for thriving teams. By intentionally practicing and embedding Linking Skills into your daily interactions, you shift from merely wishing for psychological safety to actively building it.
Let’s move beyond the myths, embedding these behaviours consistently. From good intentions to measurable impact, psychological safety becomes not just a conversation—but a tangible reality.
For more information on Linking Skills and the Linking Leader Profile (LLP|360), contact TMS America today.