Most employees know what it feels like to hold back an idea or concern because they worry how it might land. That hesitation is a red flag that psychological safety is missing from the organization, according to Carmen Bellows, Director of Mental Health at Sun Life.
Psychological safety creates an environment where employees feel comfortable expressing ideas, taking risks and being their authentic selves without fear of negative consequences, she said.
“Psychological safety is the glue that brings us all together and allows us to be our whole selves at work without feeling that we have to be performative or limited,” said Bellows.
The concept gained prominence following the 2006 Senate report Out of the Shadows at Last, led by Senator Michael Kirby. This landmark study laid the groundwork for the Canadian Standards Association to develop the National Standard of Canada for Psychological Health and Safety in the Workplace in 2013, which identified 13 factors contributing to psychologically healthy workplaces.
Common barriers managers face
The first barrier is awareness. Leaders don’t always know what psychological safety is or how to create it, Bellows said.
“Managers have to be aware of it and there has to be buy-in organizationally,” she said.
To build that environment, managers need training on what a psychologically safe workplace looks like. They must be held accountable to create the right team climate and employee wellbeing. Organizations should also recognize and reward leaders who excel at fostering psychological safety.
The mental health coverage gap
While Canada has socialized medicine, the system is more focused on meeting physical health needs than psychological ones. Each province is responsible for delivering mental health services, which means services look very different across the country.
“Oftentimes if you want to go and see a psychologist, you have to pay out of pocket. If you want to see a psychiatrist, which is a medical doctor that specializes in pharmacotherapy and treatment for mental illness, often there are very long wait lines,” Bellows said.
Many employers assume their Employee and Family Assistance Program will be sufficient. While EFAPs are an incredible resource, Bellows said they cannot meet all the mental health needs of Canadians alone.
Investing in adequate benefits
For larger employers, Bellows recommends untied benefits — meaning mental health benefits are not tied to massage therapy or other paramedical benefits.
Treatment for major depressive disorder or generalized anxiety disorder can require 16 to 24 sessions. At rates exceeding $200 per hour for a private psychologist, this represents significant coverage needs.
Bellows recommends at least $2,500 to $5,000 in untied psychological benefits, though some employers provide up to $10,000 or more.
“We know that nobody goes to a psychologist if they don’t need that,” she said. “When they need it, we want to make sure that there’s enough support for them to get what they need.”
The role of leadership
Leaders play a critical role in building psychological safety. If leaders feel comfortable sharing a story or example, that can be powerful in normalizing mental health. But even just providing space for stories to be told can be valuable.
Key tactics for managers include encouraging open communication while listening without interrupting and responding constructively. Leaders should avoid placing blame, judging others or ignoring their own biases. They should offer specific feedback, acknowledge mistakes as learning opportunities, and share their own mistakes to demonstrate that vulnerability is acceptable, she said.
Organizations should foster an environment where employees feel comfortable sharing ideas through regular team meetings and anonymous feedback channels.
Trust building requires following through on commitments. Organizations build trust by asking questions through surveys, then adjusting based on what they learn.
“If employers are just providing surveys, but there’s no feedback going, trust isn’t going to be built,” Bellows said.
Zero tolerance for harassment
Building psychological safety requires a zero-tolerance policy for harassment and retaliation. Organizations must clearly communicate what constitutes harassment through comprehensive policy documents.
But it can’t end with a paper document. Leaders need to ensure no managers tolerate harassment, bullying or exclusion in any form.
“If you are an organization that doesn’t have that currently, it’s really important that you invest in the development of that, constant education about what’s changing,” Bellows said.
Measuring progress
Employers should use regular pulse surveys to track changes in team dynamics. The 13 factors for psychological health and safety provide a framework for measurement. Organizations can focus on one or two factors each year to strengthen and measure their progress.
The self-reinforcing cycle of psychological safety creates room for innovation and creativity. As environments become safer and more connected, difficult conversations become possible, conflict resolution improves, and the entire organization benefits.
