In today’s working life, where change is more of a rule than an exception, organisations need to build teams that dare to learn, think, act differently, and work together. But for that to happen, something fundamental is required: psychological safety.
Psychological safety is a prerequisite for engaged, high-performing teams. In this article, Sofia Florin, experienced organisational developer at Brilliant Consulting, explains why psychological safety needs to be measured regularly, how it affects employee engagement, and what organisations can do to support it.
And psychological safety isn’t something you tick off once and then have forever. It’s alive. It changes. That’s why we need to pay attention to it regularly and actively support it.
What do we mean by psychological safety in teams?
Psychological safety is about people in a team feeling safe enough to speak up, ask questions, admit mistakes or ask for help, without fear of being ignored, criticised or ridiculed.
It’s a “shared belief”, a collective experience that the group climate is open and safe. Not a one-person show. Not a value statement on a poster, but a real, lived experience shared by everyone on the team.
Psychological safety isn’t about having a cosy time or being nice in meetings. It’s a competitive advantage that empowers teams to dare to perform. Harvard professor and researcher Amy Edmondson has shown that psychological safety is crucial for teams to take initiative, learn faster, and achieve more.
Speak up starts with feeling safe
Talk of a “speak up” culture is popular, but it only works when the foundations of safety are in place. Only then will people actually dare to raise concerns when something feels off, or when there’s a risk of serious consequences. In many cases, courageous voices have prevented major incidents, in healthcare, industry, and the business world alike.
Safety is constantly changing
Psychological safety isn’t static. It’s a condition shaped by team development, leadership, the team’s mission and goals, and how differences and conflict are handled. A newly formed team often starts with low safety, but even well-established groups can lose it quickly if circumstances change.
Why psychological safety is a win for your organisation
Organisations that invest in psychological safety often see:
- Lower staff turnover
- Fewer sick days
- More collaboration and creativity
- Stronger leadership
- Higher engagement and performance
This isn’t about “soft stuff” or nice-to-haves. This is about survival and progress in a working life that never stands still. More and more organisations are now treating psychological safety as a KPI – a key strategic measure, much like eNPS, that is tracked by leadership.
Why psychological safety should be measured regularly
Talking about safety is important, but understanding how it’s actually experienced by everyone is essential. Here are five strong reasons to start measuring, and to keep doing it regularly:
- You can’t improve what you can’t see. Safety can’t be guessed.
Employee surveys and pulse checks provide facts, language and direction for improvement. - You’ll catch problems early.
When safety drops, the team goes quiet. Measuring helps you pick up on warning signs in time. - You can track progress properly.
Surveys and pulse checks let you set goals, monitor development and evaluate your efforts. - You give managers a concrete tool.
Safety data helps leaders reflect on their leadership and enable more open dialogue in the team. - You boost inclusion and belonging.
Regular surveys can reveal differences between groups – and support a more inclusive and equitable work environment.
So how do you measure psychological safety and how do you act on it?
At Brilliant, we’ve long helped organisations follow up on psychological safety with individual questions. From 1 July, we’re also offering a dedicated index specifically for psychological safety, based on the research of Amy Edmondson. The index uses validated questions, but the numbers aren’t what matter most.
Measuring and gaining insight is one thing. What truly matters is what you do with that insight. Use the results as a springboard for dialogue, reflection and development within the team.
At Brilliant, our experienced organisational developers support this work – at team level, leadership level, and strategically. Get in touch with our friends at Brilliant Consulting here!
When is it wise to bring in an external organisational developer?
For example, when supporting new or changing teams to build trust, clarity and collaboration from the start. Workshops are a great way to make psychological safety concrete in everyday work, by practising behaviours that strengthen both leadership and teamwork.
Managers receive support in developing trust-based, effective leadership, through training, coaching, and reflection based on survey results. Organisational developers can also help teams, like management groups or workgroups, create shared ground rules and agreements that foster clarity and safety in collaboration.
Since safe communication is key to all of this, we also offer training and individual feedback based on behavioural profiles, a powerful way to enhance self-awareness and group dynamics.
Psychological safety isn’t something you have, it’s something you do. Together. Every day.
And it’s not enough for just one person in the team to feel safe. It must be a shared experience, a feeling that’s nurtured and developed. By measuring and following up on psychological safety regularly, you’re showing that it’s okay to be human at work, and that’s really the foundation of everything else.