The Crucial Connection: Psychological Safety and Strong Performing Teams in the Post-Pandemic Era

In today's ever-changing and uncertain work environment, psychological safety has emerged as an it-factor when analyzing the success of teams. Psychological safety, at its core, is the shared belief that team members can express themselves openly without fear or judgment or punishment. As organizations navigate the post-pandemic era, specifically the remote-work environment, understanding the relationship between psychological safety and team performance becomes even critical.  Here, we will explore the significance of psychological safety, highlighting what the research has found regarding psychological safety in the post-pandemic era, and emphasize the role highly emotionally intelligent leaders play in establishing a supportive and safe work environment.

Google’s Project Aristotle was conducted over 2 years to analyze factors that successful teams possessed.  In this two year study of dozens of teams, Google determined that psychological safety is the primary factor that led to team success.  When team members feel psychologically safe, they are more likely to contribute their ideas, take risks, and engage in open dialogue. This leads to enhanced collaboration, innovation, and problem-solving. Psychological safety enables individuals to give their diverse perspectives and challenge conventional ways of thinking, fostering a culture of learning and growth within the team. 

The COVID-19 pandemic has significantly impacted the way we work, introducing remote and hybrid work models. The pandemic caused leaders to care more about the human side of the employee experience.  Suddenly, we all had a shared concern for one another’s well-being.  This led to an overall increase in vulnerability and made it more acceptable to bring more of one’s personal life to the workplace.  Another finding of Google's Project Aristotle revealed that teams with high psychological safety were better equipped to adapt to remote work and maintain high levels of productivity. Additionally, research conducted by Gallup showed that employees who feel psychologically safe during times of crisis are more resilient and better able to navigate the challenges effectively.

Emotionally intelligent leaders are better equipped to create an environment where psychological safety can exist.  These leaders possess an innate ability to empathize and manage one’s own emotions and prioritize the feelings of the other.  This ability naturally leads to increased psychological safety as teams feel more open and willing to share the challenges they may be facing. Further, highly emotionally intelligent leaders possess the communication and interpersonal skills which allow for effective responses to the emotions and needs of their teams.  They actively listen to their team members, encourage diversity in perspective, and value contributions of others. By modeling vulnerability and admitting their own mistakes, emotionally intelligent leaders encourage their teams and peers to do the same.

Furthermore, emotionally intelligent leaders promote open communication and provide constructive feedback. They create opportunities for dialogue and ensure that team members feel heard and supported. These leaders also understand the importance of setting clear expectations, clarifying roles, and establishing a sense of psychological safety from the start.

In the post-pandemic era, there are a number of new variables and challenges organizations are facing, creating an environment of psychological safety is critical for building strong performing teams. Organizations must prioritize the development of emotionally intelligent leaders who can create an environment that fosters psychological safety. By doing so, they can unlock the full potential of their teams and will be able to drive long-term success.