In my early 20’s I decided I wanted to be a writer. I wasn’t too fussed about what type of writer. I just wanted to arrange words in pleasing combinations for a living.
I got a job writing tenders. I expected it to be a little dull and corporate. I didn’t expect it to be the total head-wreck that it turned out to be.
As I first made my way under those ceiling tiles and fluorescent lights, I tried to sense the vibe of the place. It was weird. Yes, definitely weird. I sized up my new workmates. They quietly examined me like I was the next inmate. “What is he in for?” they silently questioned.
Something permeated the air. At first I thought it was Lynx Africa, but it was actually a sense of resignation, disempowerment and ‘walking on eggshells’ fear.
Despite the abundance of telltale signs advising me to turn 180 degrees and run, I tried to remain optimistic. Sure, this place may not be perfect, but I would be writing for a living!
I was given my first assignment. It was a tender response with a two-page word limit. I was also presented with a response that had previously been composed for another tender. This was entirely terrible. Long-winded, repetitive and borderline incomprehensible, this blight on the English language at least left me plenty of room to demonstrate that I could do better.
‘This is good’ I thought. ‘They need me’. I threw my soul into creating the best damn tender response a purchasing officer would ever read. I created two pages of absolutely beautiful writing. It was erudite, professional and utterly convincing. If there was an award ceremony for tender writing, I would have been walking out of it like Beyonce on Grammy night, not quite knowing how to juggle so many trophies.
Proudly, I presented this work to my new boss. I was very confident in my work. I was also very much looking forward to the part where I would be showered in praise and told that they were exceptionally lucky to have such a miraculous word magician in their employ.
This isn’t what happened.
Instead, I was rather harshly instructed to delete my work. I was then firmly directed to insert the thoroughly awful prior response in its entirety. I politely attempted to make the points that this piece of writing:
(a) was not very good
(b) didn’t answer the question
(c) was almost five pages long
My objections were sharply dismissed. I was then instructed to reduce the font size to 8 and the line spacing to .5 so that every single word of this five-page abomination could be squeezed into the available two-page space.
Like a Jeep in quicksand, it was at this point that my whole being sunk. I watched my optimism float away like a child’s balloon. I witnessed my dreams slink off to the far corner of the office kitchen, curl up and die.
All I had wanted was to do a good job, but I very quickly came to realise that in this place that wasn’t possible.
While I may not have appreciated it at the time, my short and awful stint in this workplace taught me some very valuable lessons about psychological safety.
Creating a climate of psychological safety
Psychological safety is a shared belief within a team or workplace that it is safe for people to speak up, ask questions, admit mistakes, offer ideas or express concerns without fear of embarrassment, punishment or negative consequences. In a psychologically safe environment, people feel accepted for who they are and respected when they contribute. They may be supported to take risks and confident that mistakes will be treated as learning opportunities, rather than failures.
When I first learnt about psychological safety my mind did a flashback through all my former workplaces.
In workplaces like the one where I very briefly worked as a tender writer, a climate of fear existed. Employees were walking on eggshells, trying desperately to go unnoticed and doing things that were utterly ridiculous because they were scared to question anything. Productivity was low, turnover was high and the status quo was as immovable as an Easter Island statue.
In other workplaces my experience was dramatically different. I was safe to present ideas, ask questions, make suggestions and contribute to the full extent of my abilities. I felt excited about my work and knew that my contribution was valued.
While no workplace is perfect, we tend to appreciate those that appreciate us. Where psychological safety exists we are most happy, most healthy and most productive.
There are numerous ways in which any organisation can foster psychological safety.
1. Genuinely prioritse psychological health
Most of us have a healthy disregard for mealy-mouthed management speak. We can pick when leadership is paying lip service and when they are taking genuine action. Rather than just words, psychological safety requires policies, procedures and consistent everyday actions.
It also requires engagement. When leaders actively listen, value diverse perspectives and are open to feedback, we begin to feel heard, valued and willing to speak. We start feeling confident in bringing our whole selves to work, knowing we can raise issues, admit mistakes, suggest improvements and solve problems collaboratively.
2. Provide the gift of clarity
Uncertainty is a fertile breeding ground for anxiety. Most of us feel far safer and a lot less stressed when we are given clear goals, know how we can contribute and understand exactly what is expected of us. Managers can help by clarifying roles, identifying priorities and confirming what actually needs to get done.
As well as being clear, expectations should be reasonable. Role overload, consistent encroachment on personal time and communication outside of work hours, can all quickly erode psychological safety.
3. Check in
Want to know what is really affecting your team? Ask them. Regular structured check-ins allow a space where employees can raise concerns about factors that may be impacting their work and wellbeing. When managers regularly ask about workload, timelines, resources, communication channels and other factors impacting wellbeing, it builds trust. It also shows a commitment to psychological safety and signals that they are a safe person with whom to raise concerns. Having open conversations enables collaboration on potential solutions and provides the opportunity to promote and normalise help seeking.
Of course, it’s important that it’s not all talk and no action. When concerns are raised, psychological safety can be damaged if they are not promptly addressed.
4. Ensure respect
When respect isn’t present, neither is safety. Incivility rapidly erodes safety and can quickly spiral into bullying and harassment. It is therefore crucial that everyone plays their part in maintaining a positive, inclusive and professional culture.
Diversity delivers valuable perspectives, so it is important they are sought out, listened to and genuinely heard. Making space for equitable participation, whether in meetings or decision‑making, reinforces that all contributions matter and that everyone has a place at the table. Ensuring fair, inclusive and safe conditions for vulnerable groups is particularly important.
5. Be fair, consistent and walk the talk
Fair, transparent processes build trust. Whether it’s promotions, workload decisions or conflict resolution, applying policies consistently helps people feel secure and respected. When organisational justice is visibly maintained, workers feel safe, knowing that they will be treated with fairness.
Remember also, it’s impossible to improve psychological safety while working yourself into the ground. By modelling healthy boundaries and self-care, we signal to others that wellbeing is a true priority. Simple actions such as pausing for lunch, leaving on time and respecting the right to disconnect must be normalised. Stopping to rest, restore and recover will always have a positive impact on both work and mental health.
Please note, these tips are just part of the safety picture. Every Australian organisation is required by law to identify psychosocial hazards and manage risks on an ongoing basis. All employees, particularly managers, should understand their duty of care and know the role they can play in creating a psychologically safe workplace. For further guidance, check in with the workplace safety regulator in your state, or for specialist training, get in touch with Mindarma.