Change Thrives on Trust

Why Psychological Safety Is the Senior Executive’s Secret Weapon for Lasting Transformation

Photo by Ümit Yıldırım on Unsplash

Say the word transformation, and what comes to mind are strategy, systems, and tools to drive change. While these are essential elements, they overlook a crucial factor: the human element. Research in psychology shows that psychological safety - the sense that individuals can speak up, ask questions, or make mistakes without fear of retribution - is a critical driver of sustainable change.

Creating psychological safety isn’t just a “nice to have”; it’s a strategic advantage that senior executives can leverage to reduce resistance, encourage proactive engagement, and cultivate a more resilient workforce. This article explores how psychological safety directly impacts the success of change initiatives and provides senior leaders with practical steps to build and sustain.

The role of psychological safety in change management

The organisation’s culture can make or break a change. People fear uncertainty, which often leads to resistance. However, if employees feel psychologically safe, the response shifts from resistance to collaboration, from self-preservation to shared responsibility. Let’s explore three primary ways psychological safety is a lever for effective change.

1. Encouraging open dialogue and transparency

Employees who feel psychologically safe are more likely to raise questions, identify potential roadblocks, and suggest improvements—insights invaluable to leaders trying to implement a smooth transition. This openness allows leaders to address issues early on and ensures the experience feels inclusive.

For example, a senior leader preparing for a digital transformation can ask questions such as, “What might we be missing?” or “How do you envision this change impacting your daily workflow?” By encouraging greater transparency, we can unearth potential problems before they become significant.

2. Building trust and reducing resistance

Trust is a powerful emotion, but it doesn’t come from simply telling people, “Trust me.” It emerges when employees see leaders genuinely considering their experience and input and reflecting them in the solution and plan. Employees who trust their leaders are far more likely to engage with change than resist it.

For example, a company facing a large-scale operational shift involved cross-functional teams from the start. They sought input and made adjustments, resulting in a sense of shared ownership and turning potential resistance into proactive support.

3. Supporting resilience and adaptability in times of uncertainty

Change requires adaptability, and psychological safety fosters a culture where employees feel free to experiment, take measured risks, and learn from mistakes. Fear can stifle innovation because employees tend to avoid challenges or hide mistakes. The shift towards welcoming mistakes as a part of learning leads to a more resilient and adaptive workforce, which are essential qualities for navigating change.

For example, a company that lets employees pilot a new system in an environment of “safe mistakes” can gather data essential to uncover bugs, refine the system, and make it more user-friendly.

Practical steps to foster psychological safety

Creating psychological safety is not a one-off activity; it’s a sustained and deliberate practice that must be embedded in leaders’ behaviour. Here are four actionable steps senior leaders can take to foster psychological safety.

1. Model vulnerability

Psychological safety begins with the leader. Executives who openly share their challenges, uncertainties, or past missteps send a powerful message: “It’s okay not to be perfect.” This vulnerability encourages team members to approach change honestly rather than fear, knowing their leaders are human and relatable.

I heard the CDO of a major company telling us at a conference how his kids were so much quicker at getting answers from AI by voice commands while he was still stuck typing. Modelling vulnerability creates an environment where learning and growth, rather than perfection, are prioritised.

2. Invite feedback

Executives can create safe spaces by consistently inviting and valuing feedback. Open-ended questions such as “What challenges are you experiencing?” or “What concerns should we address?” allow employees to voice opinions and share potential risks; this offers valuable insights into the change program.

Acknowledging these concerns openly and addressing them without defensiveness not only builds trust but also ensures the change process is in tune with team dynamics and needs.

3. Set up feedback mechanisms

Psychological safety requires structured opportunities for continuous feedback. Formal feedback channels such as anonymous surveys, regular check-ins, or open forums provide spaces for employees to share their perspectives. Since trust takes time to develop, it is important to offer both anonymous and open forums, whatever makes people feel comfortable and confident about giving their honest opinions.

4. Reward contributions

Recognition reinforces positive behaviours and builds morale. Celebrating the big and small contributions employees make to change demonstrates that participation and feedback are valued. Acknowledging and rewarding contributions creates a culture of shared ownership and motivates others to contribute.

In conclusion, psychological safety is a must, not a nice to have. It can become a strategic advantage for leaders who want to create a resilient corporate culture that thrives in change. In these cultures, employees shift from fear to curiosity, resistance to engagement, and hesitation to action. For senior leaders, the journey to fostering psychological safety begins with a commitment to open dialogue, vulnerability, continuous feedback, and authentic recognition.

Building psychological safety is an investment in culture, organisational resilience, and long-term success.