The Leader’s Playbook: 5 Actionable Behaviors to Build Psychological Safety

Creating a culture of safety isn't a "set it and forget it" task; it is a daily practice. As a leader, your shadow is long. Here are five evidence-based behaviors to transform your team into an environment where employees feel safe to excel.

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1. Frame Work as a Learning Problem

In the volatile, uncertain, complex, and ambiguous (VUCA) world of supply chain, no one has all the answers. Shift the narrative from "flawless execution" to "continuous learning."

• The Shift: Instead of saying, "We must hit these KPIs without fail," try, "We have a complex challenge ahead. To hit these targets, we need to learn as fast as possible about what's working and what isn't."

• Why it works: It acknowledges that uncertainty is baked into the job, making it safe for people to report when reality doesn't match the plan. 

 

2. Acknowledge Your Own Fallibility

One of the most powerful things a VP or Director can do is admit they don't know everything. This "leader vulnerability" ensures employees feel it is okay to be human too.

• Put it into practice: Use phrases like:

  • "I might miss something here, so I’m relying on your expertise."

  • "I made a mistake in my last projection; here is what I learned."

  • "I need your eyes on this—what am I overlooking?"

 

3. Model Curiosity and Ask Powerful Questions

If you want your team to be safe to speak, you must invite them in. Instead of giving orders, lead with inquiry. This signals that you value their input and that the "truth" is more important than your ego.

• Powerful Questions:

  • "What are we missing?"

  • "What is the biggest risk in this plan that no one is talking about yet?"

  • "If this project were to fail six months from now, why would that have happened?"

  • Instead of: "Why is this late?" (Accusatory)

  • Try: "What’s another way to look at this?" or "Help me understand the bottlenecks we're facing."

 

4. Listen Intently

Listening is more than the absence of talking. It is active engagement. When a team member brings you a concern, give them your full attention.

• The Technique: Practice "listening to understand" rather than "listening to reply." Summarize what you’ve heard to ensure you are working with accurate data. This validates the speaker and encourages deeper transparency in future interactions.

 

5. Respond Productively to Bad News and Mistakes

This is the "moment of truth." How you react when someone brings you a problem determines whether they will ever do it again.

• The Response: If a planner admits to an inventory error, your first response should be: "Thank you for bringing this to my attention as soon as you realized it. That gives us more time to fix it."

• The Follow-up: Then, move to a "blameless post-mortem." Focus on the system, not the person. "What happened in our process that allowed this error to occur, and how can we shore it up?"

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