Create an environment of safety

“I can’t say that, remember what happened to Jane in the meeting the last time she spoke up?”

“That’s an awful idea, but there is no use in saying anything, she never listens to anyone else”

“He is being unsafe and should be called out, but how do I say this to him?”

“I’m so stressed and haven’t slept – I need to get this day over and done with”

Does this sound familiar to you? In the workplace, we all manage our reputation to some extent – how others perceive us matters, so we adjust our behaviour to present ourselves favourably. However, this dynamic shifts in environments where we feel secure and at ease. Think about how you behave around your family or partner; you’re likely to be more open and authentic because you feel a sense of belonging and trust.

When people feel threatened, whether the threat is real or perceived, they enter a self-protective mode focused solely on survival. We may avoid a situation (run away), ingratiate ourselves (appease others) or get into a “fight” mode (aggressive behaviour). In all these situations we do this to alleviate the feeling of threat, but in contexts of persistent stress, this survival mode can persist, and we remain in this heightened self-protect mode which damage our health, relationships, and hinders our ability to fully contribute.

In this survival state, creativity, collaboration, and problem-solving abilities are stifled. It’s akin to being stuck in a hole, unable to see the ladder to escape right in front of you- we are simply not in the right brain state to see the possibilities and alternatives. I’ve witnessed many safety incidents occur because individuals were in this defensive mode, failing to address issues until it resulted in serious harm

The environment leaders cultivate is crucial and it matters. You may be inadvertently creating an atmosphere that triggers self-protective behaviours. Leaders should observe their teams for signs such as silence in meetings, lack of engagement, blame, or withholding of information. To foster an environment where people can contribute fully without fear, leaders can make small but impactful shifts where they:

• Know the team and build relationships beyond work: Leaders should have a deep understanding of their team members, their backgrounds, what they enjoy, what they are motivated by and how best to communicate with one another.
• Ensure inclusivity and voice: Establish structured engagement sessions, allowing everyone an opportunity to contribute without interruption or by break your team into smaller groups to get ideas, or use anonymous methods to receive ideas.
• Embrace ‘learning from mistakes’: Rather than assigning blame or shame, approach failures as opportunities for collective growth.
• Encourage experimentation and risk-taking: Create a culture where it’s acceptable to try new things and learn from them (e.g. provide a silly idea or that you don’t have all the answers – no one ever does!)

By committing to creating safe spaces in these ways, leaders can unlock the benefits of innovation, diverse perspectives, and engaged teams. Ultimately, fostering an environment where everyone feels they belong, and this leads to greater performance and satisfaction. Who wouldn’t want to work in an environment like that?

An article by Taegan Devar – Industrial Psychologist and Managing Director of people development consultancy, PeopleSmart