There’s a well-known saying in organizations: people don’t leave companies, they leave managers. Often, what drives talented people away or causes teams to underperform isn’t the work itself, it’s the climate of fear or blame created (usually unintentionally) by leadership. Psychological safety, the belief that you can speak up, offer ideas, or admit mistakes without being punished or humiliated, is not a touchy-feely buzzword; it’s a fundamental ingredient of high-performing teams. And it starts at the top. As a leader, the way you react to challenges, and how you handle accountability, sets the tone for whether your organization operates in a state of cautious fear or confident openness.
Fear vs. High Performance: Some leaders believe that a little fear keeps everyone sharp, that harsh criticism or high-pressure tactics drive results. In reality, fear might spur short-term compliance, but it kills long-term excellence. When people are afraid of being yelled at or penalized for every slip-up, they play defense. They hide problems, avoid taking any risks, and won’t dare challenge wrong decisions. Innovation and honest communication suffer greatly. On the other hand, when people feel safe, when they trust that their leader will treat mistakes as learning opportunities rather than occasions for shame, they give their full effort and creativity. They ask the tough questions (“Is this strategy really the best?”) and surface issues early, before small problems become catastrophes.
The goal for a leader is to create intensity without intimidation, a culture of high standards and relentless improvement, but also one of respect and trust. This balance is sometimes framed as having both high accountability and high psychological safety. If you only push accountability (demanding results, no excuses) without safety, you get an anxiety-ridden workplace where people are constantly on edge (think: low safety, high pressure. Employees in this zone often burn out or become yes-men to avoid conflict). If you only emphasize safety without accountability, you get a comfortable but low-performing environment (high safety, low standards. People are happy but maybe complacent and not pushing for excellence). The sweet spot, the performance zone, is high safety and high accountability: people feel safe to speak up and take risks, and they also take ownership and strive to meet ambitious goals. In this zone, intensity comes from striving for greatness, not from fear of punishment.
How Leaders Can Encourage Safety While Demanding Excellence:
- Model Openness and Fallibility: Psychological safety starts with leaders showing that even they aren’t perfect and that it’s okay. This can be as simple as saying “I was wrong” when you make a mistake, or “I don’t know, what do you think?” when you’re unsure. When your team sees you admitting mistakes without ego, it sends a powerful signal: this is a place where learning matters more than saving face. If the CEO can own up to an error, a junior team member will feel a lot safer admitting they missed a deadline or need help.
- Invite and Reward Input: Don’t just passively “allow” people to speak up. Actively invite them. Ask questions in meetings like, “Does anyone see risks or issues we’re overlooking?” or “Who has a different perspective?” And when someone does raise a concern or dissenting idea, even if you disagree, thank them for it. Make it clear that you value the courage and thinking behind speaking up. If an employee points out a mistake in your plan, your first words could be, “Good catch, I appreciate you saying that.” This doesn’t show weakness; it shows confidence and commitment to the best ideas. Over time, more people will come forward with ideas or warnings that might save the company from blind spots.
- No Public Shaming, No Blame Games: Nothing kills safety faster than a leader humiliating someone in front of others. Critiques and tough feedback may sometimes be necessary, but deliver them privately and respectfully. Focus on the issue, not personal attacks. Instead of “How could you be so stupid to do this?” (which is disrespectful and instills fear), a safe approach is “Let’s understand how this mistake happened and what we can do to fix it and prevent it next time.” The difference in phrasing is huge. The first one makes the person shut down (and everyone else who hears about it will go into hiding to avoid the same fate). The second approach frames it as a mutual problem-solving effort – it maintains accountability (the mistake is addressed) but removes the sting of personal humiliation.
- Set Clear Expectations and Accountabilities (Fairly): Psychological safety doesn’t mean coddling or lowering the bar. In fact, it thrives best when people know exactly what is expected of them and trust that the standards apply to everyone. Be very clear about goals, roles, and responsibilities. When someone falls short, address it, but from the stance of a coach, not a tyrant. For example: “We didn’t meet the target. Help me understand what barriers you faced. Okay, how can we tackle those, and what support do you need to get back on track?” This way, the person is still accountable for results, but the conversation is forward-looking and supportive. People should feel the pressure of high expectations, but not the fear of being unfairly punished or scapegoated. Also, hold everyone (including high performers or senior staff) to the same behavioral standards. No one gets a pass to bully or demean others just because they deliver results. The moment you excuse a top salesperson’s toxic behavior, for instance, psychological safety for the rest plummets.
- React Calmly to Bad News and Mistakes: As a leader, the way you respond in the first few seconds of hearing bad news is critical. If your reflex is to explode or visibly panic, people will do anything to avoid being the bearer of bad news next time. That leads to dangerous information blackouts. Strive to be the kind of leader who, when a problem is brought to your attention, your first reaction is measured: “Thank you for telling me. Let’s figure this out.” You can express concern or disappointment, authenticity matters, but keep your composure and focus on solutions. By staying calm, you encourage your team to approach you early with issues, which gives you a chance to address them before they escalate. It also reinforces that mistakes or setbacks, while not desirable, are not the end of the world, they can be managed.
- Show Support Especially When Things Go Wrong: It’s easy to be supportive when everything’s going well. The real test is how you act when things go awry. If a team experiment fails or a project falls short, resist the urge to immediately single out and punish. First, assess together: “We tried, we failed, what can we learn?” Stand behind your team publicly – for instance, defend them if external parties try to place blame unfairly – and handle any necessary tough conversations or accountability privately. When people know their leader “has their back,” even in failure, their loyalty and morale skyrocket. They will be more willing to stretch and take smart risks (the kind that lead to big innovations) because they know they won’t be abandoned or thrown under the bus for trying.
Creating psychological safety is not about being “nice” all the time or avoiding all stress, it’s about creating a climate of trust where people’s energy goes into the work and the mission, not into covering their own tails. As a leader, you set that tone. You can demand excellence and have audacious goals. In fact, people will pursue those goals more passionately when they feel safe. They’ll run through walls for you if they know mistakes won’t be met with scorn but rather coaching.
Remember, intensity in pursuit of a vision is motivating; intimidation is demoralizing. Fear as a management tool might achieve compliance at best, but psychological safety unlocks commitment and discretionary effort, the extra creativity, problem-solving, and passion that fear can never purchase. And it all cascades from how you lead. By fostering a high-safety, high-accountability environment, you’re not being soft; you’re setting the stage for your team to consistently perform at their best. They’ll tackle big challenges without fear, raise issues in time to fix them, and chase opportunities knowing their leader supports their growth. That is what true high-performance leadership looks like and it starts with the safety and trust you build from the top.