How can leaders build trust and psychological safety within their teams?

Trust and psychological safety are the bedrock of high-performing teams, yet many leaders struggle to cultivate these essential elements. In fact, a recent McKinsey study found that only 26% of leaders create psychological safety for their teams. So how can leaders bridge this gap and foster an environment where team members feel secure enough to take risks, speak up, and innovate?

To address this critical question, we’ve invited Didier Marlier, a renowned expert in leadership development and organizational behavior, to share his insights. With decades of experience guiding executives and teams through transformational change, Didier offers practical strategies for building trust and psychological safety that can revolutionize team dynamics and drive performance.

Let’s explore Didier’s expert advice on how leaders can create an atmosphere of trust and psychological safety within their teams:

Didier Marlier

Didier Marlier, a renowned leadership expert, professor, and consultant with experience at prestigious institutions like IMD, INSEAD, and Fundação Dom Cabral, offers valuable insights on how leaders can build trust and psychological safety within their teams.

According to Marlier, leaders can build trust and psychological safety by focusing on two key components: feedback and self-disclosure. He emphasizes, “Trust is a result of two things: feedback and self-disclosure.” Feedback involves taking personal risks and offering constructive input in a respectful manner. Self-disclosure requires leaders to lower their guard and make themselves vulnerable by explaining how they function and feel.

Marlier draws on Google’s Project Aristotle to explain psychological safety. This concept allows team members to take personal risks, disagree, and challenge ideas without fear. He states, “The fact that leaders could make themselves vulnerable, not fragile, not weak, but vulnerable was a big help, a big trigger to creating this psychological safety.” Leaders who demonstrate vulnerability create an environment where team members feel secure enough to express themselves freely.

To build trust and psychological safety, leaders should:

1. Offer constructive feedback regularly
2. Practice self-disclosure by sharing personal insights
3. Demonstrate vulnerability to encourage open communication
4. Create an environment where team members can express disagreement without fear

As we explore this critical aspect of leadership, other experts may offer additional perspectives on fostering trust and psychological safety within teams. Ultimately, leaders who prioritize these elements can create high-performing teams capable of innovation and success in challenging environments.