How safety helps teams perform better

A myth-busting series on psychological safety #4/6

One of the biggest concerns leaders share about psychological safety is this: "If people feel too safe, will they stop trying?"

It is a reasonable fear. We often associate pressure with performance and discomfort with growth. But that is a misunderstanding. Because real psychological safety is not about being comfortable. It is about being courageous.

What is psychological safety 

Psychological safety is the shared belief that a team is safe for interpersonal risk taking. It means people feel free to speak up, ask questions, admit mistakes, challenge decisions, or share concerns without fear of embarrassment, rejection, or punishment.

In psychologically safe teams: People speak up sooner, so mistakes get corrected faster Teams debate openly, so decisions improve Innovation increases, because people take smarter risks. In other words: safety does not lower performance. It unlocks it.

Myth #4: psychological safety hurts performance 

Some leaders worry that too much safety leads to complacency. That people will stop pushing themselves. That teams will confuse kindness with low standards. But that is not safety. That is passivity.

True psychological safety includes accountability. It allows people to challenge each other, take responsibility, and aim higher because they trust each other enough to do it.

“Psychological safety is not about being nice. It is about being honest, and being willing to grow.” Amy Edmondson

The research: safety is a top predictor of performance 

Google’s Project Aristotle studied over 180 teams to identify what makes them effective. The number one factor was not intelligence, experience, or workload. It was psychological safety. 

Why? Because in safe teams: People admit what they do not know They raise concerns before it is too late They share feedback early, not after the fact. Safety helps teams learn faster, recover from errors, and perform under pressure.

Real world insight: Toyota’s stop the line culture 

At Toyota, any employee on the assembly line can stop production if they spot a problem. That is not a sign of failure. It is a sign of shared responsibility. By encouraging people to speak up in real time, even if it slows things down momentarily, Toyota improves quality, safety, and performance in the long run. This culture is built on trust, not fear.

Top tips to combine safety with high standards

• Talk about learning as a performance driver, not just results. 

• Recognise effort and improvement, not only outcomes 

• Encourage team members to challenge each other respectfully 

• Celebrate feedback that helps the group grow 

• Lead by example. 

• Admit when you are wrong and show what you have learned

Bottom line: safety does not lower the bar, it raises it 

Psychological safety does not mean lowering standards. It means creating the trust people need to reach them. Psychological safety does not mean working less. It means being able to ask, try, challenge, and learn so performance improves.

Next in the series Myth #5: Psychological safety is created through policy. Spoiler: it is not written. It is lived.

If you want to grow a team that performs because people feel safe to speak up, reflect, and challenge each other, I would love to support you. Reach out for a no obligation coaching consultation.

Warm regards 

Tjessica Stegenga 

Leadership and Team Coach