Your team won’t take risks or show true ownership unless they feel safe to speak honestly. Psychological safety means people trust that they can share ideas, admit mistakes, and ask questions without fear of embarrassment or retaliation.

Here are some practical ways to continuously foster psychological safety on your team:

• Set clear expectations that all voices are valued. Make it explicit that everyone’s input matters, regardless of role or experience.
• Model vulnerability by admitting when you don’t have all the answers. This shows that it’s okay to be imperfect and encourages others to do the same.
• Regularly ask for feedback on your own leadership and thank team members when they share their thoughts—even if you don’t agree. This demonstrates openness and a willingness to learn.
• Avoid interrupting or dismissing ideas in meetings. Practice active listening and encourage quieter team members to share.
• Ensure everyone has a chance to contribute, not just the most vocal team members. Use round-robin check-ins or invite input from those who haven’t spoken.
• Thank team members for their openness when they voice uncertainty or challenges before moving to problem-solving. Acknowledge their courage in speaking up.

You can use the SCAN framework to guide your approach:

These behaviors and frameworks create an environment where people are more likely to step up, take initiative, and own their decisions.

Curiosity is a powerful coaching tool. When you ask before telling, you help your team build confidence in their own thinking and problem-solving. Instead of giving direct instructions, use open-ended questions to prompt reflection and learning. For example, rather than saying, "Finish the report before anything else," try, "Which of your current tasks will have the biggest impact on our goals this week?" This approach encourages your team to weigh urgency and importance, and to consider the broader context. Over time, this builds their ability to prioritize and make decisions independently.

A helpful way to structure these conversations is to start by asking what their top priorities are, then explore how they chose them, and finally discuss if anything could be adjusted or delegated. For instance, you might say, "What are your top three priorities right now?" followed by "How did you decide on those?" and "Is there anything that could be adjusted or delegated?" These prompts keep the responsibility with your team member while you provide support and structure.

Trust is built not only through your words, but through your actions—especially in how you respond to your team’s input. Pausing, listening, and validating their perspective shows that you believe in their potential. For example, when a team member shares that they’re overwhelmed, resist the urge to immediately solve the problem. Instead, listen fully, acknowledge their experience, and ask questions that help them clarify their own path forward.

Here’s a realistic example:

• Jessica: I’m feeling pulled in too many directions. I have the product launch checklist, a client follow-up, and prepping for the team meeting—all due this week.
• Ryan: That’s a lot on your plate. Which of these do you think will have the biggest impact if completed first?
• Jessica: Probably the product launch checklist. If that’s not ready, the whole team will be blocked.
• Ryan: That makes sense. What could you adjust or delegate to make space for that?
• Jessica: I could ask Dan to help with the client follow-up, and maybe move the team meeting prep to later in the week.
• Ryan: Great thinking. What’s your next step, and how can I support you as you move forward?

In this exchange, Ryan’s responses—listening, asking, and validating—demonstrate trust in Jessica’s judgment and reinforce her ownership. Over time, these habits build a culture where people feel empowered to manage their workload, communicate proactively, and are accountable for their decisions.

You’ll soon have the chance to put these concepts into practice in the upcoming role-play session, where you’ll coach a team member through prioritization and trade-off challenges.