Psychological Safety isn't just one thing: It's four
- Caroline Esterson
- Aug 23
- 4 min read
Why silence kills innovation, and how to build true safety at work.
You’ve probably heard leaders talk about psychological safety. This phrase has become a business buzzword, often waved around, hoping that people will suddenly speak up with brave ideas.
Except… it doesn’t work like that.
Psychological Safety isn’t a poster on the wall. It’s not about guaranteed applause for every idea, or lowering standards so nobody feels uncomfortable.
So if safety isn’t applause or lowered bars… what is it? It’s the shared belief that you can speak up, ask questions, admit mistakes, and challenge the status quo without fear of punishment or humiliation.
But it’s also deeper than that. It’s about inclusion and belonging. Feeling that your unique voice is welcome, your difference is valued, and you’re not on the outside of the “real” conversation.
That’s why safety fuels more than candour. It fuels curiosity, contribution, and commitment. And it’s not only wrecked by toxic behaviour, it can be squeezed out by well-meant habits, too.
It’s Not Just About the “Bad Stuff”
When people think of psychological safety, they often picture the obvious killers: bullying, dismissive bosses, toxic comments. And yes, those destroy trust fast.
In my podcast episode with Gary Keogh on this topic, he raised a nuance in our conversation: even positive traits can quietly erode safety if we’re not self-aware. Gary realised that his own natural drive and optimism (that classic “let’s crack on, it’ll be fine!” energy) sometimes backfired. Team members didn’t always want to “burst his bubble,” so they stayed quiet about risks or concerns. His action-orientation unintentionally silenced the very voices he wanted to hear.
Psychological safety isn’t just about avoiding harm; it’s about creating space.
Space for doubt.
Space for friction.
Space for the cautious voice that might save you months of wasted effort.
So the next time you’re tempted to power ahead with enthusiasm, pause and ask:
Who hasn’t spoken yet?
What might we be missing?
Is my energy opening the floor, or closing it?
Because safety doesn’t only crumble under negativity. Sometimes it buckles under relentless positivity too.
Real psychological safety has four dimensions, and if even one is missing, people will self-censor, hold back, or silently disengage.
But before we dive into those four, let’s consider the missing ingredient that too many organisations are neglecting.
The Compassion Gap
During the pandemic, compassion was everywhere. We checked in on each other. We said “stay safe” at the end of calls. Leaders remembered that people were human beings first.
Fast-forward to now: costs are rising, organisations are under pressure, and the pendulum has swung hard towards accountability and results. The compassion piece? It is often left behind.
Psychological safety can’t survive in a compassion vacuum.
Without compassion, “accountability” turns into blame. “High standards” turn into fear. And people retreat into silence because why risk speaking up if you expect to be punished for it?
The strongest leaders and teams don’t treat compassion and performance as opposites. They run them in tandem:
Compassion creates the trust to speak up.
Accountability channels that voice into action and progress.
It’s not “soft” to show compassion. It’s smart. Without it, you’ll never get to innovation, challenge, or high performance because fear has already shut the room down.
The Four Dimensions of Psychological Safety
1. Inclusion Safety
“Do I belong here?”This is the foundation. If someone feels like an outsider because of background, style, or even a throwaway nickname (“the Maverick” in my case), they’ll shrink their voice. Without belonging, contribution never feels safe.
Hard check: Look around the table. Whose ideas are always acknowledged? Whose are brushed off?
2. Learner Safety
“Is it safe to ask questions or admit I don’t know?”Two in five people in teams don’t feel safe to ask questions. That silence is expensive. Curiosity is the oxygen of innovation - cut it off, and your team suffocates.
Hard check: When was the last time someone asked a ‘naive’ question and you celebrated it?
3. Contributor Safety
“Is it safe to add my perspective?”This is where ideas flow; or die. If people fear being labelled difficult, irrelevant, or “too much,” they’ll stop suggesting improvements. The result is that teams hit the autopilot button while opportunities slide past.
Hard check: In meetings, are you hearing fresh voices or just the loudest ones?
4. Challenger Safety
“Is it safe to question the status quo?”This is the riskiest form of safety but also the one that unlocks real progress. Without it, bad ideas live too long, leaders become blind spots, and teams plateau. With it, dissent sharpens decisions.
Hard check: When someone challenges your thinking, do you reward the courage or punish the disruption?
The Bottom Line
Psychological safety isn’t about being “nice.” It’s about being real.
It’s the courage to ask, learn, contribute, and challenge without fear of punishment. And it’s the compassion to create the conditions where that courage feels possible.
If two of these dimensions are missing, you’ve got partial safety at best. If three are missing, you’ve got silence.
And silence adds nothing.
So what now?
Listen to episode 12 of the 'Little Moves Big Careers' podcast
Run the Safe to Speak checklist after your next meeting.
Ask your team outright: “Which of these four feels weakest for us right now?”
Pair compassion with accountability. It’s not one or the other. It’s both, every day.
Safety isn’t a slogan.
Organisations need leaders at all levels.
Your career needs you to be a leader, so help to create the culture you want. And you do this every time you choose courage and compassion over fear.