35 ways leaders can build trusting and psychologically safe work environments for my 35th birthday
© Pete Longworth
Next week, I turn 35. It’s my annual birthday tradition to share a number of leadership lessons I’ve learned from leading a team and working with companies from all over the world that corresponds with my age.
For this year’s list, I thought about the moment we are sitting in right now in our world at work. There’s so much change and uncertainty, from threats of a recession—and debates about whether we’re already in one—to layoffs and disengagement. It can feel overwhelming and defeating. My biggest birthday wish is that we don’t lose hope—that even though there are certainly challenges, we as leaders remember that we can make a difference and that that’s always in our control, no matter what.
So this year, for my 35th birthday, I’m sharing 35 ways we can each do our part to create more trusting, psychologically safe environments at work. The more trust and safety we feel, the more we can support one another and continue to rise despite the obstacles in front of us. Each one of these actions is within our control, and if we do them together, they will help us create safe, trusting environments for everyone:
Openly acknowledge and own up to mistakes in front of others.
When someone gives you feedback, even if it isn’t delivered well, say, “Thank you for having the courage to share this with me.”
Be generous with your time and with helping others. I once read in a book that if helping someone it will take five minutes, do it. That really stuck with me.
Give intentional, compassionate feedback within 24 hours (or as close to it as possible). This builds consistency and trust—people will know where they stand with you.
Trust first instead of waiting for someone to “prove” themselves.
Create the space for people to talk about their lives outside of work and show them that you care about the whole of them.
Be your unique and authentic self and encourage those around you to do the same.
Give yourself and those around you permission to screw up. The goal is to learn and grow from our mistakes, not avoid making them.
Remember that feedback is a conversation, which means it’s a dialogue. It’s important to understand the other person’s perspective in addition to sharing yours.
Consider there might be a deeper reason behind someone’s behavior. Before you take something personally, consider that this person may be fighting a battle you know nothing about.
Ask for help. Admitting that you can’t do it all on your own builds trust and allows others to step up.
Provide guidance over micromanaging. The latter can make someone feel as if you don’t trust their strengths and capabilities.
If someone can do something 80% as well as you, step back and empower them to run with it. You never know . . . they may even be able to do it better than you!
Ask for feedback using specific questions on a regular basis. The more specific the question, the more it shows the person you really want it!
Start a conversation about how to avoid burnout on your team. Talk about what you can do to hold each other accountable.
Trust those you work with to manage their time. As long as things get done well and on time, it shouldn’t matter how they got there. Focus on results and deliverables instead of hours worked.
Lean into the hard things instead of shying away from them. That’s where real trust is built.
Give growth feedback privately and recognition publicly.
Celebrate wins as often as you discuss what could have gone better.
Try not to “reward” hard work with more work. Take time to ask about someone’s capacity before you delegate tasks.
As much as possible, be transparent about the financial state of the organization. Transparency builds trust.
Allow your team to lead you when you can’t see a way forward.
When someone gives you feedback you can’t implement, tell them why you can’t.
Do what you say you will do—and if you can’t, explain why.
Give feedback regularly so that reviews are just recaps of what you’ve already talked about.
Have important conversations in person or via video chat if you can to make it more human.
Listen first to understand, not to respond.
Be present. People can feel when you are half-there or not there at all.
Take time to get to know people. Ask about their life experiences. Be curious about what is happening in their lives at work and outside of it.
Remember that empathy isn’t about solving someone’s problems. It’s about making sure they feel validated, heard, and understood in what they are going through.
Balance optimism and realism in your communication. People want hope, and they want to know that there is a light at the end of the tunnel. They also want reality and the truth.
When you notice someone being interrupted in a meeting, be an ally. Direct focus back to that person and make sure they have the chance to be heard.
Celebrate the big and small milestones in unique ways that show people you care and that you understand what’s important to them.
Encourage people to push the envelope and take risks, and make sure they know you have their back.
Be YOU! The more authentic you are, the more you might help someone else feel safe being the most authentic version of themselves.
I believe that every single person deserves to feel safe, valued, empowered, and supported at work. If every person did these 35 things, I know that it would make the biggest difference in our working world. The future is in our hands!
Big hugs,
