If you want a high-performing team, don’t start with who’s on it. Start with how it feels to be on it.
Years ago, Google tried to decode what makes a great team. They assumed the answer would be some unique combination of skillsets, intelligence, and complementary personalities. What they found instead was striking: who is on the team matters far less than how the team operates. And the most critical factor? Psychological safety.
On high-performing teams, people feel safe to speak up. To admit mistakes, ask questions, and share ideas that might sound a little crazy. They don’t worry about looking stupid or being judged.
This kind of team doesn’t happen by chance. It takes a leader who’s willing to go first. Someone who creates the space for others to speak openly and candidly. I have attended countless meetings where there was an enormous elephant in the room. Everyone could see it. Everyone knew there was a problem. And nobody said anything. They were afraid to have a challenging conversation. They just hoped things would get better. As we all know, hope is not a strategy.
Here are three ways a leader can build psychological safety on their team:
Frame the work as learning, not just execution.
Be honest about what’s unclear. Say, “This is complex. I don’t have all the answers. I need your input.” Being willing to ask for help sets a powerful example.
Admit your fallibility.
When leaders own their mistakes or say, “I could be wrong,” it tells others they can be real, too. Being vulnerable doesn’t make you weak. It shows courage and strength.
Model curiosity.
Ask questions, encourage pushback, and listen more than you speak. A genuine interest in others builds trust.
Ask yourself:
Do people speak up in meetings, or do the same voices dominate? Do team members ask questions without fear? Can someone admit a mistake without shame? Are dissenting views encouraged?
If not, don’t point the finger. Look in the mirror.
Six important ideas to make you more successful. I’m confident you’ll find it valuable.
This video is here to help you make 2025 a standout year. In it, I share six key insights about what you should focus on that will have a strong positive impact on your organization. In addition, I included my new frameworks for organizational excellence, winning culture, high-performance teams, and leadership.
