There must be a clear commitment to supporting intelligent failure and well-intentioned risk taking. People must know that intelligent failure is necessary for future success, that they won’t be punished for it, and that their careers won’t be ended for it. If the signals are mixed, employees will err on the side of caution and hide their mistakes instead of revealing them. There’s another component to psychological safety. If employees are to share their mistakes, the leaders must do the same.
