Creating a Speak-Up Culture: Why Psychological Safety Is a Leadership Imperative
Most leaders say they want candid feedback and input from their teams, but in many workplaces, people hesitate to speak up. They weigh the potential risk of honesty against the safety of silence. The result? Missed ideas, delayed decisions, backroom debate and chatter, and disengaged employees.
A truly healthy organization is one where people feel safe to raise concerns, share ideas, and challenge assumptions. As my friend Stephen Shedletzky writes in his book Speak-Up Culture, psychological safety isn’t a nice-to-have - it’s the foundation for innovation, inclusion, and performance.
Why People Stay Silent
When employees hold back, it’s rarely about apathy. It’s about risk perception. Speaking up feels dangerous if:
- Past feedback has been ignored or punished.
- Leaders react defensively to challenge.
- There's a perception of favourites or "preferred" voices.
- “Open dialogue” exists in theory but not in daily behaviour (hint: if it only exists on a wallet card or boardroom poster it's not true).
Even subtle cues (body language, tone of voice) can teach a team that safety is conditional.
Leadership’s Role in Safety
Psychological safety doesn’t happen through slogans or workshops. It’s built (or eroded) through moment-to-moment leadership behaviors. People decide whether it’s safe to speak based on what they see leaders do when:
- Someone disagrees publicly.
- A mistake comes to light.
- An unpopular opinion surfaces.
Leaders set the emotional tone. Every reaction is a data point that shapes whether people feel safe or exposed.
The fact is, we have teams and organizations because the operating premise is that more voices are better. More diverse experiences add value. And multiple perspectives improve ideas and decisions.
So why is creating that safe environment so difficult?
How to Create a Speak-Up Culture
- Model Curiosity. When someone challenges you, start with “Tell me more about that.” Curiosity signals openness - the opposite of defensiveness. And it doesn't presume anyone is right or wrong. It's exploratory.
- Acknowledge Vulnerability. Admitting “I might have missed something here” or acknowledging “That’s a good catch” normalizes imperfection and invites input.
- Reward Candour. Publicly thank people who voice concerns or new ideas, even if they’re hard to hear. Recognition reinforces safety.
- Close the Loop. When people speak up, follow through. Let them know how their input influenced decisions. Silence after feedback kills momentum. Note: key here is the clarity around who owns the decisions and the process they are undertaking to make those decisions. Openness to new inputs does not necessarily mean the inputs will show up in the decision. But the process should make it clear that everything was considered.
- Address Behaviour, Not People. When correction is needed, focus on actions and impact - not character. This keeps feedback constructive, not punitive or personal.
The Business Case for Psychological Safety
Organizations that cultivate a speak-up culture make faster, smarter decisions because information flows freely. Teams innovate more readily, morale improves, and risk is identified earlier.
Most importantly, safety fuels accountability. When people trust that their voice matters, they’re more likely to take ownership, not less.
Leadership Courage and Consistency
Creating a culture of openness requires courage - not just from employees, but from leaders. It means being willing to hear uncomfortable truths and resist the urge to fix or defend too quickly (or fear a loss of prestige or credibility along the way).
As Shedletzky puts it, leaders must “build the conditions for people to speak up and be heard.” That’s not a single initiative; it’s an ongoing commitment to empathy, curiosity, and follow-through.
When leaders model that kind of consistency, teams stop calculating the risk of honesty - and start focusing on doing their best work.