In countless town halls and team meetings, we hear the same invitation:

• “We want people to speak up.”
• “There are no bad ideas.”
• “You’re safe to challenge anything here.”

And when someone finally does? The real test begins.

Not when they raise their hand. Not when they hit send on a difficult email. But after.

Because what happens next tells the whole team one of two things:

• “You’re safe here, even when it’s hard.”
• “You were safe until you made us uncomfortable.”

The Hidden Fallout of Speaking Up

Let’s say someone challenges a new strategy in a leadership meeting. It’s thoughtful, respectful, but it contradicts the room.

Here’s what can happen:

• They get a lukewarm response.
• They’re left out of the next meeting.
• Their ideas are now “too risky.”
• Slowly, they disappear into the background.

It’s rarely loud or obvious. But it’s there. And soon, others get the memo: Speaking up has a price.

This Is Why Trust Backslides

So much of psychological safety is built over time. Through consistency, clarity, and what happens in the small moments. But just one poorly handled piece of feedback can undo months of trust. Because teams notice:

• Who gets thanked and who gets avoided
• What’s followed up on and what’s forgotten
• Whether feedback sparks dialogue or silence
  

And trust? It’s not just about permission. It’s about protection. If someone risks honesty and pays for it, they won’t do it again. Neither will anyone watching.

When Psychological Safety Gets Selective

It’s easy to encourage feedback when it’s about process improvements or brainstorming ideas. But what about when someone flags exclusion? Or calls out a power imbalance? Or challenges a leader’s behaviour? That’s when psychological safety meets resistance.

Why? Because real safety isn’t convenient. It forces leaders to sit with discomfort. It asks teams to change, not just listen. The truth is: psychological safety only works when it’s upheld consistently, especially when it’s inconvenient.

Signs Your Culture Is Struggling to Hold Feedback

You might already have signals:

• People say “I don’t want to cause a fuss.”
• You’re only hearing from the same voices.
• Issues show up in exit interviews, not meetings.
• You get compliance, not contribution.

That’s not apathy; it’s self-protection. People aren’t being quiet because they don’t care. They’re quiet because they’re not sure if it’s safe enough.

What Leaders Can Do Differently

Creating psychological safety isn’t just about inviting feedback. It’s about what you do with it.

Here’s what strong leaders do:

• Pause before reacting. Let feedback land before defending or explaining.
• Acknowledge the courage. Thank the person publicly if appropriate.
• Follow up. Share what’s changed (or why it hasn’t). Don’t leave the loop open.
• Normalize tough feedback. Make it part of the culture, not an outlier moment.
• Hold space, not score. If someone speaks up, they shouldn’t feel they’ve used a ‘token’ or like they’ve asked for too much just by being honest.

The Culture Test: What Happens Next?

Ask yourself and your team:

• Who spoke up this month?
• What happened after?
• Would they do it again?

Because psychological safety doesn’t just live in values statements or employee handbooks. It lives in what happens after someone takes a risk. That’s where the real culture lives.