I love it when Forbes gets on board with a topic, because it shows it has really reached public consciousness. This month, I saw two great Forbes articles on Psychological Safety.
The first article provides definitions of Psychological Safety, not from academia, but from the people who are actually implementing it within organisations: HR leaders. Here are some highlights:
💡 Many HR leaders featured in this article spoke about measuring Psychological Safety through behaviour rather than surveys. Are people speaking up early and in the most effective spaces? Are concerns actually acted upon without penalising the person who raised them?
💡 Another theme was about non-blaming cultures. Are setbacks and mistakes treated as learning conversations instead of turning to silence or finger-pointing?
💡 It was clear that leaders must be trained to be proactive. People don't just speak up out of the blue. Leaders must encourage this culture by asking questions that encourage diverse opinions and responding to challenges constructively.
💡 Psychological Safety = Accountability. Risks and mistakes are resolved early before they become serious issues.
🌟 My favourite quote: "I encourage employees to put sunshine on what needs to be fixed, not sit in the shade and complain."
The second article is a very helpful critique outlining why Psychological Safety doesn't actually work in the majority of organisations. Clinical Psychologists like myself are trained to think critically - I will never deliver training or propose an intervention blindly, without being thoughtful about the limitations and potential barriers to implementation. Critical thinking strengthens what we do by resolving potential issues before they have occurred, resulting in a more effective impact.
The author argues that many organizations mistake 'being heard' for true psychological safety, creating spaces where employees can speak up, but not systems that actually respond to what they say. Real psychological safety requires changing power structures, incentives, and decision-making so uncomfortable truths lead to action, not just acknowledgment. That’s often the hardest step for organisations, because it requires leaders to confront entrenched hierarchies, redistribute power, and accept the discomfort that comes with genuine accountability and change.
At Empresa Psychology, we meet you where you are. I do believe it is important to begin with the basics - leaders need to buy into the idea and understand the concept first. They need to understand that Psychological Safety is not about being nice or coddling employees, but rather that it is a cultural tool that drives productivity, perfomance and accountability (when implemented correctly). We can definitely start there. Beyond that, some organisations will be ready to implement the kind of structural changes discussed in this Forbes article, and we can consult and support with that too.
