Creating a Psychologically Safe Workplace: How to Foster Authenticity and Well-being
Psychological safety in the workplace is crucial for fostering authenticity and well-being among employees. This article explores practical strategies to create an environment where team members feel comfortable being themselves and contributing their ideas. Drawing from expert insights, we’ll examine how honesty, curiosity, candor, vulnerability, and effective communication can transform workplace dynamics and boost engagement.
- Honesty Fosters Contribution in Behavioral Health
- Curiosity Disarms Fear at Anywhere Clinic
- Candor and Care Build Loyalty
- Vulnerability from Leaders Fuels Trust
- Regular Check-ins Cultivate Open Dialogue
- Real Listening Empowers Whole-Brain Engagement
Honesty Fosters Contribution in Behavioral Health
In behavioral health, you can’t lead effectively without psychological safety. At Alpas, our approach starts with how we train managers. They’re expected not just to supervise but to understand the emotional undercurrent of the work. We work in a field where the weight of others’ trauma can easily become your own, so the expectation is not perfection but honesty. Employees know they can speak up about what’s working and what’s not, without it counting against them.
We also keep mental well-being visible in day-to-day operations. Regular team debriefs, quiet rooms, and dedicated time to pause during high-stress periods aren’t perks; they’re protocols. The result is a culture where people don’t just comply, they contribute. When someone feels safe enough to voice doubt, suggest change, or admit they’re overwhelmed, it prevents burnout before it starts. That sense of being seen and heard changes everything. It shifts the workplace from reactive to responsive, and that protects both performance and peace of mind.
Sean Smith
Founder, CEO & Ex Head of HR, Alpas Wellness
Curiosity Disarms Fear at Anywhere Clinic
At Anywhere Clinic, creating psychological safety isn’t just a leadership tactic—it’s a core value embedded into how we operate. As a psychiatrist, I know that people can’t perform, connect, or innovate if their nervous systems are in a state of defense. So we build an environment that disarms fear and fosters authenticity.
We do this by leading with curiosity instead of criticism, by normalizing emotional check-ins, and by giving people permission to express uncertainty or struggle without risking their credibility. Team members are encouraged to set boundaries, share feedback openly, and participate in shaping the culture itself. We also actively discuss mental health—not as a reactive topic, but as part of how we understand energy, communication, and purpose.
The impact is profound. When people feel safe to be themselves, they don’t just show up—they engage. They take creative risks, collaborate with more ease, and feel more connected to their work. Psychological safety doesn’t mean avoiding accountability—it means creating a space where people feel empowered to grow, even when they’re not at their best. And that’s what real mental wellness in the workplace looks like.
Dr. Sam Zand
CEO/Founder, Anywhere Clinic
Candor and Care Build Loyalty
I’m a Psychiatric Nurse Practitioner and owner of a group psychiatric practice. We currently employ 12 people, with another clinician joining this summer.
In my business, it was always my intent to create a practice where employees felt safe to voice their opinions to leadership and to be honest about their challenges without fear of retribution. As written by Kim Scott in her book “Radical Candor,” this is done by caring personally about their work and their lives, but also by being candid and truthful at the same time. My employees have come to know that if they are struggling with something professionally, it is an opportunity to learn and grow, not a time to hide and pretend they have all the answers. Not only has this benefited the individual employee who is struggling, but they have also learned to treat their less senior colleagues with the same care and to provide them the mentorship they were afforded.
The effort I have put into creating a safe space has always come back to me tenfold, both in the quality of the services we provide and in their loyalty to the team. Due to the psychological safety we provide at our workplace, I’ve been lucky to hear their honest thoughts about how they feel about working with us. I’ve been told by my employees that they appreciate being provided a space where they feel safe to say when something is wrong. They have said they feel relieved and less stressed after we talk. My employees never dread coming to work or seeing their coworkers.
My employees also know that while running a financially healthy business is important, we don’t put that above their or our patients’ wellbeing because they are all interrelated. Creating psychological safety starts with leadership that cares personally and is honest and candid.
Danielle Zito
Psychiatric Nurse Practitioner and Owner of Boston Psychiatric Care, Boston Psychiatric Care
Vulnerability from Leaders Fuels Trust
In my experience, psychological safety at work doesn’t start with policies – it starts with how leaders show up. In my workplace, one of the most powerful ways we create that safety is through intentional vulnerability from the top down. When managers share mistakes, admit they don’t have all the answers, or ask for feedback, it signals that being imperfect isn’t punished – it’s respected.
We have regular check-ins that go beyond status updates. We ask real questions: “How are you really doing?” or “What’s one thing we could do to make next week easier for you?” That kind of open dialogue builds trust and makes people feel heard, not just managed.
Anonymous feedback channels, mental health days, and flexible work arrangements also help – but the heart of it is relational trust. When people know they can speak up without being sidelined or judged, they take creative risks, ask for help sooner, and show up more authentically.
The impact on mental well-being is huge. Stress levels drop. Collaboration rises. People feel like they belong – and belonging fuels everything from innovation to resilience. Psychological safety isn’t a bonus feature of good culture – it’s the foundation.
Soubhik Chakrabarti
CEO, Icy Tales
Regular Check-ins Cultivate Open Dialogue
At BestOnlineCabinets, we cultivate psychological safety by integrating regular check-in sessions into our workflow. During these sessions, team members can share how they’re feeling, both personally and professionally. This practice allows for open dialogue and helps identify any underlying issues before they escalate, fostering a culture of care and awareness.
We also emphasize the importance of work-life balance by encouraging flexible work arrangements. By respecting personal boundaries and recognizing the need for downtime, we create an environment where employees feel empowered to prioritize their well-being without guilt. When employees know they have a space to express themselves and that their personal lives are respected, it reduces stress and enhances overall morale. A supportive environment improves individual mental health and fosters a more cohesive and productive team.
Josh Qian
COO and Co-Founder, Best Online Cabinets
Real Listening Empowers Whole-Brain Engagement
At Caldera, we’ve always believed that people do their best work when they feel safe being who they are. We don’t expect anyone to look different when they walk through the door. Whether you’ve been in the field for thirty years or just joined the team, your ideas and concerns carry weight. That mindset is built into how we operate: open conversations, real listening, and a culture where no one’s voice is drowned out.
I’ve seen firsthand how that changes the dynamic. Folks speak up earlier, ask better questions, and take initiative because they know they won’t be judged for not having all the answers. That’s huge in this line of work, where split-second decisions and complex negotiations are the norm. When people aren’t wasting energy second-guessing themselves, they bring their whole brain to the job.
It also makes work feel a lot less like a grind. Team members say they sleep better at night because they know they’re respected and backed up. That kind of trust doesn’t just help performance; it’s good for your head, heart, and long-term success in this industry.
Campbell Hunt
Mineral Acquisition Lead, Caldera Royalty Company