How To Build Psychological Safety For Inclusion And Accountability

Dr. Nika White • August 16, 2021

The brilliant Amy Edmondson, Novartis Professor of Leadership and Management at Harvard Business School, catapulted the idea of Psychological Safety into the DEI and business space. According to Edmondson, “psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.”

The goal is to avoid catastrophic mistakes in your business by opening the door for employees, colleagues, and stakeholders to raise concerns in a safe, open environment. However, not every business has an environment of psychological safety where team members can express concerns, share ideas, or ask questions without being gaslit, ignored, or disregarded.

This is especially true for diverse teams. Companies with LGBTQIA+, people of color, and team members with disabilities should pay even more attention to psychological safety. Employees who occupy a unique identity in the workplace often bring a different perspective to the table. If they’re not heard, what impact will that have on a company’s growth and development? It’s a missed opportunity. Building psychological safety isn’t only helpful for growing, healthy businesses, but it’s essential for the respect and safety of employees.

Here’s how to build psychological safety on a diverse team.

Run a 5-minute psychological safety audit

The first step towards building psychological safety is to use Edmonson’s 5-minute audit to assess how psychologically safe a work environment is. (1) The audit covers questions like: is it safe for employees to voice concerns? If they do, are they heard? Do things change? The questions below are additional questions you can use to run a 5-minute audit on your company’s psychological safety.

Ask yourself the following questions:

  • If I make a mistake, will it be held against me?
  • Do members of the team feel safe to bring problems and issues to light?
  • Do people on the team reject others for being perceived as “difficult”?
  • Is it safe to take risks?
  • Is it intimidating to ask other members for help?
  • Would other members of the teamwork to undermine new efforts or ideas?
  • Are there unique skills and talents that aren’t being valued and utilized?

If the answers to any of these questions raise a flag for you, it could be time to build better psychological safety in the company. Here’s how.

Make it clear that people are free to express themselves

Bring it up at the beginning of a meeting, or explicitly tell each team member one by one. Ensure the entire team that it’s perfectly fine to ask questions, raise concerns, and express ideas. But, also encourage teammates to bring solutions. While naming hard things creates hope, the ability to solve those hard things requires partnership.

Amplifying the idea that each employee is free to express their thoughts in the workplace allows minority groups more assurance that speaking up is safe to do. Thus, they’ll be less fearful of judgment or ostracization for sharing concerns that better the company and everyone in it. Especially if those concerns go against the grain and encourage leadership to revisit diversity initiatives and improve the company’s inclusivity.

Be mindful of gaslighting team members

Once the freedom to express ideas is clear, be mindful of disregarding or diminishing someone else’s ideas. If someone from an underrepresented group speaks up about a serious concern, gaslighting them can make them feel shut down, dismissed, and dissuaded from sharing other important thoughts in the future.

Marginalized groups shouldn’t feel silenced or fearful of sharing. Psychological safety is key to supporting these groups in your company and giving them the space to express their ideas without holding them in and harboring stress.

Without psychological safety, people may step away from the company because they’re not supported and don’t feel respected. Clearly, this is counterproductive to building trust, safety, and inclusion for the long run. A positive team climate is foundational for psychological safety.

A big step forward means being open to hearing the thoughts of each colleague, thanking people for sharing, and committing to considering their ideas. The simple act of acknowledgment as opposed to gaslighting can be a powerful way to make others feel a sense of psychological safety in the workplace.

Avoid using psychological safety as a way to dodge accountability

As Amy Edmondson notes in her 2014 TedX talk , accountability and psychological safety are two separate areas that work hand in hand. Offering a space to share ideas, concerns, and thoughts also means holding those with the power to make change accountable. In fact, that’s a major goal of psychological safety.

The people who need the feedback, the ones who can change systems, and produce a better outcome, should be held accountable after someone shares an important concern or idea. And those who offer criticism or feedback to those in positions of power should be safe to do so.

A problem occurs when people hide behind issues that come up in the workspace. People in positions of leadership may feel ashamed about being accountable for concerns that come up. Fortunately, there is a way to effectively hold someone accountable without shame. Overall, the idea of holding folks accountable when ideas, concerns, and thoughts come up isn’t something to run from, it’s something to dive deeper into.

When there’s accountability, employees feel safer knowing that leadership has their best interests at heart and will do what’s necessary to uphold the values of the organization. This should not be confused with failing to provide psychological safety. Leadership should strategize on the best move forward given the feedback, and it may not look the way employees want it to. Employees should have trust for the process of integrating feedback and that their employer will do what they can to address their concerns.

It’s crucial for leaders to be strong and open in the face of criticism. Even if it means they have to make fundamental changes that impact the company as a whole. We need to be careful not to let the fear of psychological safety and what truths may come to light, shadow our commitment to bettering the company and the employees. Organizations also need employees who value truth and accountability, which requires openness and a growth mindset when offering constructive feedback. It boils down to this: psychological safety is a two-way street of communication, growth, and adaptation.

If we aren’t in a space to receive constructive feedback, we can easily feel as though the person giving the feedback doesn’t have our best interest in mind. It can feel like they’re pointing out only what’s wrong and bad. However, good leaders and employees can distinguish between feedback that’s promoting growth or stifling it. Although psychological safety isn’t always easy, hearing people out, deciding if it’s constructive, and making moves to improve the situation will most certainly benefit your company in the long run.

Final thoughts

Psychological safety is a middle ground where both employees and employers have to make a concerted effort to receive and adapt to feedback. Feeling challenged in the workplace by driving toward the organization’s standard of performance, can feel like one’s safety is threatened but learning the difference is important.

It’s not easy to cultivate an environment that’s open to hearing the feedback of every voice even if the critiques we hear are our fault or responsibility. Psychological safety is a powerful way to promote inclusion and accountability in the workplace. Including the voices of diverse employees, hearing their unique perspective, and making moves to improve the company is the ultimate goal. It’s in the best interest of the organization to be open to those perspectives and create an environment that holds growth and inclusion at the heart of its development. Only when employees and employers feel safe enough to hear each other and move in the direction of growth will organizations reach psychological safety.

Citations:
Edmondson, A. (1999) Psychological Safety and Learning Behaviour in Work Teams. Administrative Science Quarterly, 44: 350-38

Read more from The Human Shift on Substack, where I share long-form essays on leadership, culture, and how we work and live.

Share this Content:

When Responsibility Becomes Identity - The moment leadership stops being a role and becomes who you are

By Nika White • May 4, 2026
High-capacity leade rs often say: “I’ll take care of it.” At first, it’s situational. Then it becomes habitual. Eventually, it becomes identity. You’re the one who handles things. The one people trust. The one who doesn’t drop anything. But identity-level responsibility is different. It doesn’t turn off. Earlier in The Human Shift, Capacity is not Infinite, we explored capacity as information. When responsibility becomes identity, capacity signals are often overridden—not because leaders don’t feel them, but because they don’t believe they can respond to them. A Reframe Responsibility is a role you hold. Not a definition you carry. One Simple Practice Today, notice one “yes” you give automatically. Pause. Then ask: “If I didn’t see this as mine by default, what would I choose?” Question To Consider Where has your sense of responsibility expanded beyond what is actually yours? What This Looks Like In Practice In leadership development work, one of the most important shifts is helping leaders separate identity from role. When that happens, both performance and sustainability improve. In the shift, Dr. Nika White P.S. What responsibility do you carry right now that no one explicitly asked you to hold?

The Cost of Being the Calm One-When Composure Becomes Your Default Role

By Nika White • April 27, 2026
Some leaders become known as “the calm one.” The one who steadies the room. Who doesn’t react. Who absorbs tension without showing it. It’s a valuable presence. But over time, it can quietly become a role you feel responsible to maintain. Not because it’s always needed. But because it’s expected. Earlier in The Human Shift, The Shift from Bracing to Grounding , we explored how leaders often move into bracing without realizing it. Being “the calm one” can sometimes be a more refined version of the same pattern—holding steady externally while managing pressure internally. A Reframe Calm is not a performance. It is a state that requires support. One Simple Practice Notice one moment today where you feel responsible for stabilizing others. Instead of immediately holding that role, pause and ask: “Is steadiness needed here—or am I used to providing it?” Question to Consider Where has your composure become something you feel you must maintain rather than something you can access? What This Looks Like In Practice Many leaders I work with don’t struggle with composure—they struggle with the cost of sustaining it alone. When shared steadiness becomes possible, leadership begins to feel lighter. In the shift, Dr. Nika White P.S. Where in your leadership do you feel most responsible for “holding the room”?

Sustainable Authority - Authority That Doesn’t Rely On Intensity

By Nika White • April 20, 2026
Some leaders repeat directions often. Others rarely need to.  The difference is not position. It is trust in their steadiness. Authority rooted in pressure requires monitoring. Authority rooted in presence requires less reinforcement. This connects back to grounding, in The Human Shift, The Body Knows Before the Mind Does. When leaders are regulated, direction travels clearly without amplification. Reframe Authority is not measured by force. It is measured by reliability. One Grounded Practice Before giving direction, slow your speaking pace by 10%. Then deliver the message once, clearly and calmly. Consistency communicates confidence more than volume does. Closing Reflection Do people follow your direction because they understand — or because they feel urgency? Contextual Depth Signal Leaders who cultivate a steady presence often find they need fewer reminders, corrections, and escalations. Regulation reduces management load. In the shift, Dr. Nika White P.S. When you give direction, what do you think your team experiences — clarity or pressure?

The Leadership Aftermath - What People Carry After Interactions Shapes Culture More Than The Interaction Itself

By Nika White • April 13, 2026
Leaders often focus on how meetings go. But the greater influence is what happens afterward. What people replay during their commute. What they describe at dinner. What they anticipate the next morning. Leadership is remembered less for exact wording and more for internal experience. Earlier, in The Human Shift, Culture Is What People Carry Home, we discussed how the emotional residue of leadership interactions shapes engagement more than policies do. Reframe Leadership influence continues after the conversation ends. One Grounded Practice After a meeting, pause for one minute and ask: “If I were in that conversation as a participant, how would I feel right now?” Not how you intended. How it likely landed. Closing Reflection What emotional tone do your interactions leave behind? Contextual Depth Signal Organizations often attempt culture change through communication strategies, but emotional experience — not mes saging — is what employees actually carry. In the shift, Dr. Nika White P.S. After a typical meeting with you, what do you think people feel most — clarity, pressure, or steadiness?

When Teams Stop Telling You Things - Silence is a Cultural Signal

By Nika White • April 6, 2026
Leaders often believe transparency exists because information is available. But culture is revealed by what people choose to share — not what they’re allowed to share. When teams withhold concerns, it rarely begins with fear. It begins with small experiences: Ideas redirected quickly Mistakes met with visible tension Questions answered defensively Over time, people learn which conversations require self-protection. Earlier, in The Human Shift, Culture Is What People Carry Home, we explored culture as what people absorb. Silence is one of the clearest indicators of that absorption. Reframe Candor depends less on policies and more on predictability of response. One Grounded Practice In your next meeting, when someone raises a concern, respond first with: “Tell me more.” Do not correct immediately. Do not solve immediately. Signal curiosity before direction. Closing Reflection What information seems to reach you last? Contextual Depth Signal Many culture initiatives fail not because values are unclear, but because reactions teach people which truths are welcome. In the shift, Dr. Nika White P.S. If someone on your team hesitates before speaking, what do you think they’re predicting?

Decisions Made Too Quickly - Speed Often Relieves Discomfort More Than It Improves Direction

By Nika White • March 30, 2026
Not all fast decisions are strategic. Some are relief. Ambiguity produces tension. A quick decision restores certainty — even if it doesn’t improve outcomes. Leaders often experience resolution as progress. But clarity and certainty are not the same. Earlier in The Human Shift, The Stories We Tell Under Pressure , grounding was described as remaining present under pressure. Many leadership decisions improve when leaders stay with uncertainty slightly longer than feels comfortable. Reframe A quick decision reduces discomfort. A clear decision reduces rework. One Grounded Practice When faced with a non-urgent decision, ask: “What additional information might emerge if I waited 24 hours?” Then actually wait. Not to avoid responsibility. To allow discernment to complete. Closing Reflection Where in your work might patience increase effectiveness? Contextual Depth Signal In advisory settings, leaders often discover that many operational “fires” were created by premature decisions rather than delayed ones. In the shift, Dr. Nika White P.S. Which decision right now feels pressing — and what would happen if you gave it one more day?

The Hidden Work of Leaders - Emotional regulation is effort, not personality

By Nika White • March 23, 2026
Many leadership expectations are never written in a role description. Holding tension in meetings. Staying steady when others escalate. Containing uncertainty without amplifying it. We often call these “soft skills.” They are not soft. They are regulatory labor. When leaders manage emotional intensity, they stabilize the environment for others. Yet because this effort is invisible, leaders often interpret their fatigue as inadequacy rather than expenditure. Earlier, in The Human Shift, Culture Is What People Carry Home , we discussed that regulation is one of the primary ways leaders influence what others carry. Reframe Composure is not effortless. It is energy being used on behalf of the group. One Grounded Practice At the end of the workday, ask yourself: “Where did I hold the emotional center for others today?” Then intentionally do one small action that returns attention to yourself — a walk, silence, or stepping outside for two minutes. Regulation requires recovery. Closing Reflection Where have you been calling leadership strain a personal weakness instead of a leadership function? Contextual Depth Signal In executive work, many leaders don’t need more resilience training. They need permission to recognize that stabilizing others uses real capacity — and to pace themselves accordingly. In the shift, Dr. Nika White P.S. What part of your leadership today required the most emotional steadiness? Read more from The Human Shift on Substack , where I share long-form essays on leadership, culture, and how we work and live. [NW

Feedback and the Nervous System - Why Some Conversations Lead To Growth And Others Lead To Silence

By Nika White • March 16, 2026
Two leaders can say the same words and produce entirely different outcomes. One conversation invites reflection. Another produces compliance. A third produces quiet withdrawal. The difference is rarely the phrasing. It is the state of the person delivering it. Before a listener processes meaning, their body processes safety. If tension, urgency, or frustration is present, the nervous system prioritizes protection over learning. The person may nod, agree, or apologize—but understanding has not actually occurred. Earlier in The Human Shift, The Body Knows Before the Mind Does , we explored how the body registers experience before the mind interprets it. Feedback follows that same sequence. Presence communicates before language does. Reframe Feedback is received through regulation before it is received through reasoning. One Grounded Practice Before offering feedback, take 30 seconds to orient yourself to the environment: Look around the room. Name three neutral objects you can see. Slow your exhale once. Then begin the conversation. Grounded delivery increases learning far more than refined wording. Closing Reflection What state are others experiencing when they receive guidance from you? Contextual Depth Signal In leadership coaching, feedback rarely fails because leaders lack clarity. It fails because the emotional tone of the interaction determines whether the brain processes information or threat. In the shift, Dr. Nika White P.S. Think about your last feedback conversation — how regulated did you feel before it started?

Competence and Control - When Capability Quietly Becomes Over-Management

By Nika White • March 9, 2026
High-capacity leaders often step in before others struggle. They refine the message. They fix the slide. They solve the problem before it fully forms. The intention is almost always supportive. But the impact accumulates differently. When leaders consistently intervene early, teams stop developing judgment. Initiative declines. And the leader’s workload increases—not because the team lacks ability, but because the team lacks ownership. Control rarely announces itself as control. It appears helpful. Earlier in The Human Shift, Capacity Is Not Infinite , we discussed capacity as information. Control is often a response to leaders sensing the system might falter and unconsciously compensating. The leader becomes the stabilizer. And stabilizers eventually become exhausted. Reframe Support strengthens capability. Preemption weakens it. One Grounded Practice The next time a team member brings you a solvable problem, pause before offering a solution and ask: “What options are you considering?” Then wait. Do not refine immediately. Do not redirect quickly. Allow their thinking to complete before yours begins. Leadership capacity grows when others experience themselves as capable. Closing Reflection Where might your helpfulness be preventing someone else’s development? Contextual Depth Signal In organizational advisory work, many leadership bottlenecks are not skill issues but ownership issues. When leaders shift from solving to supporting thinking, both performance and energy improve. In the shift, Dr. Nika White P.S. Where do you feel most necessary right now—and is it because of structure or habit?

The Cost of Constant Readiness - Why Urgency Quietly Reshapes Leadership Judgment

By Nika White • March 2, 2026
Many leaders live in a state of readiness they no longer notice. They check messages before standing up in the morning. They anticipate disagreement before a conversation begins. They prepare responses before anyone finishes speaking. At first, this feels like responsibility. Over time, it becomes physiology. The body learns to expect interruption, so it stops settling. Attention shortens. Everything begins to feel slightly time-sensitive—even when it isn’t. This isn’t only about workload. It’s about nervous system posture. Earlier in The Human Shift, The Shift from Bracing to Grounding , we explored bracing—the body preparing to endure pressure. Constant readiness is a quieter version of the same pattern. Leaders aren’t reacting to the present demand. They’re reacting to a predicted one. And prediction changes perception. When leaders remain perpetually ready, they begin interpreting more situations as urgent than they actually are. Conversations compress. Listening becomes strategic instead of receptive. Discernment narrows. Reframe Urgency is not always information. Sometimes it is anticipation that the body hasn’t updated yet. One Grounded Practice Today, before responding to a non-emergency message or request, pause for one full breath cycle. Not to delay action. To confirm necessity. Notice: • Did the situation actually require speed? • Or did your body simply expect it? Grounding begins by distinguishing immediacy from importance. Closing Reflection Where in your leadership are you responding to expectation rather than reality? Contextual Depth Signal In my coaching work, leaders often discover their decision fatigue is less about volume and more about constant readiness. When urgency is recalibrated, clarity returns quickly—without reducing responsibility. In the shift, Dr. Nika White P.S. What in your work currently feels urgent—and what might simply be asking for your presence?