Folks on the front lines; they know where the next “disaster” moment is hiding. But they’ll only speak up constructively if they actually feel like it’s safe to open up. Trust isn’t some checkbox on a form, it’s a feeling you get from people, not policies. It’s built by people, most especially Leaders!
Ask yourself: if something risky or dangerous came up today, would your crew actually come and tell you? No sugar-coating, just the facts? How your gut reacts to that question says everything about Psychological Safety and trust in your team.
Safety Means Real Connection
What builds trust? People. Too many organizations treat safety like a bureaucratic exercise. Audits, forms, risk assessments, checklists stacked high like a fort. But actual conversations? The kind where someone feels bold enough to say, “Hey, this seems off,” “I’m not sure about this”? Much more rare and valuable.
Here’s what I see a lot when I step into a meeting, out on the shop floor, or into a pre-start meeting: The closer someone is to the work, the more they know about what could go sideways. The problem isn’t that people don’t see the risks, it’s that they bite their tongue.
When “Safety” Only Exists On Paper
I’ll never forget one plant I worked with. They’d just breezed through a safety audit and looked flawless on paper. All the boxes ticked, glowing reports, management strutting around like they’d cured world hunger. But then, in a quiet moment, someone muttered to me, “We know what we’re supposed to say. They really don’t want to know.” That hit me hard.
Honestly, we weren’t talking about hard hats or high-vis anymore. We were talking about whether people felt safe to tell the truth. That’s psychological safety. It’s simple, but it takes guts from leaders and follow-through from everyone else.
Why Frontline Psychological Safety Truly Matters
Frontline work is intense, fast, gritty, and full of folks who just want to get stuff done. That’s exactly why trust here matters more than anywhere. When people are in the thick of it, they’re watching what their boss does, not what the policy manual says. When leaders act curious instead of critical, if they ask real questions and actually listen, they make it okay for people to tell the truth, especially if it’s messy.
That’s when you go from “doing the minimum” to “doing what’s right.” You can talk about a “safety culture” all you want, but if people don’t trust you, it’s just words on paper.
Three things you can do to build Psychological Safety (no budget required).
- Stop Asking “Who messed up?” and Start with “What Made Sense At The Time?”
“Why did you do that?” That’s an attack. But “What made sense at the time?” or “How did we put someone in that position to make a mistake?” Now you’re inviting someone to walk you through their thinking. Instead of focusing on who messed up, and there will always be a who, I saw a supervisor flip the whole culture at a manufacturing facility by focusing on “What went wrong?” Suddenly, incident investigations were development moments. One client I work with actually uses “Learning Teams” rather than investigations.
Next time something goes sideways, take a breath. Try asking:
- “What was happening that made you act that way?”
- “What could we try doing differently next time?”
- Make It Okay To Say “I Don’t Know”
Frontline jobs are tough, and acting vulnerable can feel risky. But try looking at it from a different perspective: Admitting you’re unsure is a key step to learning and potentially preventing bigger problems. Leaders who make it okay to be unsure, make it OK to ask and even make a mistake. Their teams ask more questions, challenge hazy assumptions, and stay safer.
Try this in your next meeting: Admit something you’re not sure about. Like, “I’m not totally convinced this new process will fix everything, what do you think?” Ask “If you could do this better, what would that look like?” Your move builds contagious honesty.
- Close The Communications Loop
People will stop speaking up if their ideas or concerns disappear into a black hole. Change that! A solution looks super simple, so give the team credit AND let them know what’s happening—even if it’s “We checked it out, but we’re holding off for now.” Remember that follow up is as important as follow through; Both make a difference.
One mining team I know regularly updates a board to publish what changed based on team input. Individual involvement improved because teams could see their ideas actually mattered. Make sure this isn’t an empty “box” where good/great ideas are lost in space.
BONUS: Walk the Talk
Psychological Safety isn’t soft or fluffy. It’s the secret sauce for high-performing leaders and their teams. When people feel safe to speak up, they talk about problems sooner, take the initiative to fix things faster or proactively prevent problems.
It all comes down to how you show up as a leader. Every question you ask, every response you give, it’s either building trust or breaking it down. So, next time you’re out on the floor or kicking off a meeting, ask yourself: “What would it take for your team to tell you the hard truth, not just what you want to hear?” Because that’s where real safety, and real results, start.
Silence can be expensive. Safety starts with a conversation.
About the Author
Mark is an organisational performance and safety leadership expert with over 30 years helping corporate and government teams lift capability and results. With experience across pharmaceutical and heavy manufacturing, he links applied neuroscience, systems thinking and psychology to make evidence practical. He partners with leaders to build accountable teams, constructive safety leadership and clear performance routines. Known for rigorous diagnostics and calm coaching, Mark strengthens trust and care while improving decisions and day-to-day execution.
%20(1)-1.png)