Trust and psychological safety are essential for a healthy and productive workplace.
When employees trust their leaders, they are more likely to be engaged, productive, and innovative—and they’re also more likely to stay with the company long term. A level up from trust, psychological safety occurs when employees feel comfortable being themselves and speaking up to voice their opinions, ideas, and concerns at work.
Pooja Kothari, an expert facilitator, trainer, and consultant on anti-oppression practices, equity, and inclusion, says when trust and psychological safety exist in the workplace, employees feel comfortable to speaking up in meetings (no matter how large or small), posing new ideas to the group despite the possibility of being rejected, and disagreeing or discussing their hesitations with their coworkers regardless of hierarchy.
“Women, especially women of color, are often expected to stay quiet and out of the way, to not be ‘difficult,’ and to follow, rather than lead, the conversation,” Kothari says. “However, when women feel psychologically safe in their workspace, they’ll feel more comfortable engaging in ideation and debate—the push and pull that results in more effective final products. When more people can share their perspectives, the final product will inevitably affect and benefit a greater range of people.”
When you’re searching for a new job or researching companies, be on the lookout for green flags that a company prioritizes and cultivates trust and psychological safety.
8 signs there’s trust and psychological safety in the workplace
1. Employees talk about their personal lives
In a trustworthy workplace environment, employees share tidbits about their personal lives, interests, and hobbies outside of work. If a company prioritizes a sense of belonging and acceptance, alongside work-life balance, employees likely will feel more comfortable bringing up what role their kid landed in the school play or what their plans are for the long weekend with their partner. Another sign of trust and psychological safety? Laughter and office friendships. If you have an in-person interview, take note of how people interact in the office.
2. The company invests in external partnerships
Investing in positive external partnerships, like a diversity, equity, and inclusion (DEI) consultancy, for example, can be a strong indicator that a company values trust and psychological safety in the workplace. How? By actively seeking and investing in external partnerships, the company demonstrates its willingness to collaborate with people outside the organization. This indicates they’re open to new ideas, welcome experimentation, and are willing to take calculated risks to drive innovation.
Partnerships can bring in additional resources, education, funding, and support to the company. This can create a sense of security and stability among employees, since they see the company is actively seeking opportunities to strengthen its position. It’s a way of signaling the company is invested in long-term success and a supportive environment.
Plus, oftentimes when a company invests in an external partnership, they seek partners that align with their values and mission. By emphasizing these shared values, the company reinforces its commitment to ethical practices, social responsibility, and positive impact.
When you’re job searching, do some additional research to find out which companies partner with outside organizations seeking to make a positive impact.
3. Both feedback and appreciation flow freely
In a trusting, psychologically safe environment, employees engage in open and honest communication. They freely express their opinions, share ideas, and provide feedback without fearing negative consequences. Conversations are respectful and constructive, and there is a genuine willingness to listen and understand different perspectives. Ask the hiring manager about regular 1:1s, training in active listening, town hall meetings, and opportunities for employees to provide anonymous feedback.
Regular recognition and appreciation practices should also be in place to celebrate achievements and milestones, reinforce a positive work environment, and make employees feel valued and motivated. Employees should build each other up and genuinely celebrate each other’s successes, understanding that they’re working together as a team, not competing.
“No one likes feeling as if their work goes unnoticed or otherwise underutilized. Not only does this feeling introduce a sense of frustration, but it also creates a sense of worry and anxiety about one’s job security,” says Kothari. “An important, often overlooked part of trust and psychological safety is women’s feelings of impact and growth. When there is clear and consistent feedback about the quality of one’s work, followed by opportunities for training and development, women feel seen and valued and are more likely to take on greater responsibilities knowing that their effort is respected.”
4. There are measurable DEI initiatives
A company that values trust and psychological safety strives to create a diverse, equitable, and inclusive workplace. This can look like comprehensive unbiased hiring practices, DEI partnerships, DEI progress benchmarking, mentorship or sponsorship programs, DEI training, or talent development programs for underrepresented or marginalized employees.
A company that genuinely cares about diversity should have a track record for inclusive company practices, says Celeste Hippolyte, the university inclusion and diversity manager at Lyft.
“Women should be looking at company leadership profiles and also researching who is on that company's board,” she says. “Is there gender diversity? Race diversity? Intersectional identities? … Are the company's policies fair as it pertains to growing and developing women? Are women of color gaining career growth opportunities at this company? Who are the large investors of that company and what are their ideals? It's so important to do that research before joining a company, as we are entering a new world where the company's ideals and yours must align."
5. Employee resource groups (ERGs) are encouraged
ERGs allow people with shared identities—typically marginalized, underrepresented, or minority populations—to build a community forum to discuss business and professional goals and share resources.
These groups contribute to increased trust and psychological safety in the workplace by fostering a sense of belonging, providing support and understanding, amplifying diverse voices, supporting career development, and influencing organizational practices. These factors create an environment where employees feel safe, respected, and empowered to bring their authentic selves to work.
Kothari says ERGs are a great way to foster workplace community and trust “by offering people of similar demographics and shared interests the opportunity to engage with an inclusive network.”
She says, “While these groups are hubs of mentorship and career development, they also function as a place to discuss and find solutions to workplace problems. A person might feel uncomfortable approaching HR or leadership with a workplace problem for fear of ‘overreacting’ or being met with indifference, but when many people share a similar experience and come to HR or leadership as a group, the many individuals feel empowered to express discomfort and stand-up for their psychological safety.”
Read more: Is an Employee Resource Group Right for You? 4 Times to Check In with Yourself & Your Company
6. Vacations, parental leave, and other forms of paid time off are respected
When leaders trust their employees, requests for time off aren’t met with scrutiny—they’re encouraged. Companies that offer flexible work hours and schedules, including ample paid time off, inherently build trust since workers are entrusted to get their work done in whatever way that works for them, on their own time.
Kothari says respecting time off—meaning no emails, phone calls, or Slack messages during vacation or leave—shows employees that their employer values their physical and mental wellbeing, a great indicator of psychological safety.
“Women are often expected to disregard their time in favor of assisting others and undertaking unassigned work to keep things running smoothly. This is especially felt when a person is officially away from the office and still expected to answer emails and take phone calls,” says Kothari. “When vacation and other forms of time off are respected by the whole company, [the] employee feels more comfortable and confident to step away for a moment, knowing that the whole organization won’t crumble without them and their position won’t disappear in their absence.”
7. Learning and growth opportunities exist and are promoted
A company that values trust and psychological safety invests in employee learning and growth. They provide resources and opportunities for professional development, such as training programs, tuition reimbursement, mentorship or sponsorship programs, upskilling and reskilling opportunities, and access to educational platforms and materials.
These initiatives provide employees safe avenues to reskill and upskill and can even lead to leadership positions, signaling the company is committed to the well-being and advancement of its employees. Over time, this instills in them that the organization values their growth and wants them to succeed long term. Can’t tell from the website whether they invest in employee development or not? Ask about growth opportunities in your interview.
Read more: 25 Companies That Offer Learning Opportunities to Help You Grow
8. Transparency and accountability are the norm
Transparency between employers and employees creates an atmosphere of safety and trust. Look out for leaders who are transparent about compensation, promotions, DEI initiatives, gender career tracking, issues around performance review bias, harassment and microaggressions, and simply ensuring everyone is informed about company goals.
This type of transparency extends to accountability as well. If there’s trust in a workplace, employees and leaders hold themselves accountable and own up to their mistakes. Everyone feels comfortable being vulnerable and admitting when they’re wrong because they know there’s bravery in humility. It starts at the top—managers should lead by example and always own up to mistakes and weaknesses, demonstrating to their employees that it’s okay to take risks and learn by trial.
Pre-interview, look for public-facing diversity reports, responses to any negative media from company leadership, and comment sections on company review sites. During the interview, ask the hiring manager about a time they (or another leader) made a mistake and gauge how well they answer.
Read more: Trust, Accountability & Retention: Why Transparency at Work Matters
