Model fallibility as the leader

Openly acknowledge your own uncertainty and mistakes before expecting others to do the same.

Why it works

Psychological safety is a shared belief, and beliefs about what is safe in a group are formed primarily from observing what happens to others — especially those with higher status. When a leader visibly admits uncertainty or error without suffering punishment, it calibrates the group’s sense of the cost of candor. Silence or defensiveness from leadership, conversely, signals that the penalty for candor is real.

How to do it

1. Name your own uncertainty out loud when you genuinely have it: "I don’t know — what do you think?"
2. When you make a mistake, acknowledge it specifically and describe what you’re doing differently.
3. Ask for input on decisions you have already formed — not as a formality, but ready to update.
4. In meetings, share your tentative thinking early so others can push back before positions harden.

Evidence

Leader behavior is consistently identified as the primary driver of psychological safety in Edmondson’s research and subsequent organizational studies. Modeling fallibility reduces status-based inhibition to speaking up. (observational)

Most evidence is observational; causal direction (safety leads to performance vs. performing teams feel safer) is debated. The leader-behavior link is correlational but consistent.

Sources

• Edmondson (1999), "Psychological Safety and Learning Behavior in Work Teams," Administrative Science Quarterly

Common mistake

Saying "I don’t have all the answers" as a rhetorical move while visibly discomforting anyone who challenges your actual views — which teaches the opposite lesson.