What is psychologically safe?

Most organisations understand they need to create a physically safe workplace. Health and safety protocols are standard, with clear consequences for managers who breach requirements. But what about psychological safety; the feeling that it’s safe to speak up, ask questions and contribute ideas without fear of negative consequences?

As an EA, you’re uniquely positioned to influence this. You work closely with senior leaders, observe team dynamics and can be a bridge between different levels of the organisation. You see firsthand how leadership behaviour affects the wider team and you’re trusted enough to have conversations that others can’t.

Creating psychological safety isn’t just about meeting legal obligations or avoiding complaints. When people feel safe to contribute their best thinking, energy gets focused where it’s needed most rather than being wasted on office politics or fear-based behaviours.

Start with your own safety

You can’t help create safety for others if you don’t feel safe yourself. And our experiences shape how we interpret situations, in terms of what feels threatening and what feels safe. When you’re stressed or feeling defensive, your brain releases cortisol, making it harder to think clearly or respond constructively.

When addressing issues with team members or stakeholders, avoid demanding change. Instead, get curious. Ask: ‘Can you help me understand your perspective?’ This seeks common understanding rather than forcing compliance.

Most people don’t intentionally cause problems. They’re usually responding to pressures or constraints you might not see. But as an EA, you can get insight into these broader dynamics that others miss.

Foster a curious culture

When people feel safe in their relationships, you can build a culture where asking ‘Can you help me understand?’ becomes normal for everyone. This helps uncover pressure points before they become major issues.

Leaders often think they fully understand workplace dynamics, dismissing concerns as individual problems. But everyone only sees part of the bigger picture. Your position lets you help leaders see patterns they might miss and understand how their behaviour affects the wider team.

Start small. In your interactions with different departments, model curiosity rather than judgment. When conflicts arise, help people understand each other’s perspectives rather than taking sides. Use your access to leadership to share insights about team dynamics in a constructive way.

The journey begins with curiosity – about yourself, others and how different perspectives interact within your organisation. When teams feel psychologically safe, workplace challenges become easier to identify and address before they escalate So, learn to recognise your own warning signs.

Thoughts like ‘I’m right and they’re wrong’ or ‘I don’t have time for this’ often indicate you’re feeling threatened. Here, practice stepping back – or even just taking a deep breath – before choosing how to respond.

Then build positive brain chemistry through simple actions. Laughter, connecting with colleagues on non-work topics, helping others and leveraging your natural strengths all create the chemical conditions that make curiosity possible rather than defensiveness.

Create connected conversations

Your EA role gives you natural opportunities to build meaningful connections across the organisation. So, use these moments to create psychological safety through how you interact – find common ground beyond work topics, share appropriate humour and identify shared goals.

When you’re scheduling meetings or coordinating projects, consider how to place people in situations that use their strengths rather than constantly exposing their weaknesses. And remember that you see your reality, not the complete picture