The Psychological Safety Net Your Team Needs Right Now

by Claire Brady

“…psychological safety isn’t built in a retreat or a single meeting—it’s built in the dozens of daily moments when leaders choose to listen rather than react, invite rather than dictate, and protect rather than expose.”

It’s no secret that higher education is feeling the pressure. From legislative scrutiny and public skepticism to heated debates about what belongs in classrooms, our campuses are not just places of learning—they’re microcosms of a polarized society. In times like these, the role of a higher education leader is more than operational; it’s deeply human. One of the most critical things we can offer our teams right now is psychological safety—the belief that they can speak up, take risks, and be themselves without fear of retribution or ridicule.

When psychological safety is strong, teams can have the hard conversations without splintering, innovate without fear of failure, and stand together in the face of external pressures. When it’s missing, fear takes the driver’s seat—people shut down, avoid risk, and protect themselves instead of the mission.

Here are five actionable steps higher ed leaders can take right away to foster psychological safety:

Model vulnerability and curiosity

If you want your team to speak up, you have to go first. Acknowledge when you don’t have all the answers. Share times you’ve had to change your mind. Ask genuine questions, and listen without immediately defending your position. In a polarized environment, curiosity is the bridge between disagreement and understanding.

Set clear boundaries and expectations for dialogue

Psychological safety doesn’t mean anything goes. It thrives when people know the “rules of engagement.” Be explicit about norms for meetings and discussions—things like no interrupting, assuming positive intent, and challenging ideas without attacking people. Then, hold yourself and others accountable for honoring them.

Make it safe to disagree—especially with you

Leaders often unintentionally shut down dissent by reacting defensively or rewarding only those who agree. When someone offers a different perspective, thank them for it, even if it’s hard to hear. Ask them to elaborate. Over time, this creates a culture where disagreement is seen as engagement, not insubordination.

Recognize and reward some risk-taking

In politicized times, many staff and faculty feel like the safest choice is to keep their heads down. Counteract that by spotlighting examples of people who spoke up, tried something new, or navigated a tough conversation in service of your mission. Recognition doesn’t have to be elaborate—an email, a public thank-you, or a note of appreciation can send a powerful signal.

Protect your team from unnecessary harm when you can

Part of creating psychological safety is shielding your people from avoidable political crossfire. Advocate for them when external pressures threaten their ability to do their jobs effectively. Sometimes this means taking the heat yourself, so they can focus on students and the work that matters most. More often these days, it means helping them mitigate and work through the impact when shielding isn’t possible—guiding them through difficult situations, offering context, and ensuring they don’t have to navigate it alone.

Final Thoughts…

The reality is, psychological safety isn’t built in a retreat or a single meeting—it’s built in the dozens of daily moments when leaders choose to listen rather than react, invite rather than dictate, and protect rather than expose. In a time when higher ed feels under siege from all sides, this kind of leadership is not a “nice-to-have.” It’s essential.

Because when people feel safe, they speak truth, they innovate, and they show up fully. And in this political climate, that’s exactly the kind of campus culture we need to navigate the challenges ahead.