Fostering psychological safety is at the heart of building a coaching mindset. As a first-time people manager, you may find yourself balancing the desire to support your team with the pressure to deliver results. Remember, creating psychological safety is not about lowering standards—it’s about ensuring your team feels comfortable sharing ideas, asking questions, and admitting mistakes—without fear of embarrassment or negative consequences. When people feel safe, they’re more likely to take initiative, learn from setbacks, and contribute their best. For example, when someone says "I'm not sure how to approach this—can we talk it through?" and you respond with curiosity rather than criticism, you reinforce that it’s okay to be vulnerable and seek help.

If you’re new to managing others, it’s normal to feel uncertain about how much to share or how to respond when someone admits a mistake. Start by being approachable and making it clear that you value learning and growth over perfection. This sets the tone for your team and helps them see you as a partner in their development.

Trust and openness don’t happen by accident—they’re the result of intentional actions and consistent behaviors. As a new manager, your team will look to you for cues on what’s acceptable. You can model vulnerability by sharing your own learning moments or mistakes, such as saying "I didn't get this right the first time either, but here's what I learned." This shows that it’s safe to be honest about challenges.

Inviting curiosity is another powerful tool; prompts like "What else could we try here?" or "What are your thoughts on this approach?" encourage open dialogue and signal that all ideas are welcome. Listening without judgment is equally important. When you give your full attention, avoid interrupting, and validate contributions with phrases like "That's a great question—let's explore it together.", you show your team that their input is valued.

If you’re managing former peers, it can feel awkward to shift into a leadership role. Acknowledge this transition openly and invite feedback about how you can best support the team. This transparency helps build trust and shows that you’re committed to everyone’s success.

This conversation shows an example of these skills in action:

• Jessica: Hey Chris, I’m a bit stuck on this client presentation. I’m worried my approach isn’t quite right, but I’m not sure what to do next.
• Chris: Thanks for sharing that, Jessica. I’ve definitely felt that way before. What have you tried so far?
• Jessica: I outlined the main points, but I’m second-guessing if they’re clear enough.
• Chris: That’s a solid start. What do you think might make your points clearer for the client?
• Jessica: Maybe adding some visuals or examples would help.
• Chris: That sounds like a great idea. How confident do you feel about giving that a try?
• Jessica: I think I can do it. Thanks for helping me talk it through.

In this exchange, Chris models psychological safety by acknowledging Jessica’s vulnerability, asking open questions, and validating her efforts. Notice how Chris avoids jumping in with a solution and instead encourages Jessica to reflect and explore her own ideas. This approach builds trust and empowers team members to take ownership of their growth.

Being transparent about your expectations and decision-making process helps your team understand the "why" behind your actions. For instance, you might say "If something doesn't go as planned, let's talk about what we can learn from it together." This approach not only builds trust but also demonstrates that everyone, including you, is responsible for learning and improvement.

Let your team know that mistakes are part of the process and that you’re there to support their development. When you consistently reinforce these values, you create a culture where people feel empowered to grow and contribute their best.

As you move forward, you’ll have the opportunity to practice these skills in a role-play session, applying what you’ve learned to real-world coaching conversations.