A few years ago, Google launched Project Aristotle, an initiative intended to give leaders and managers actionable insights into why some teams come together effectively and others don’t.
At the end of the ten-year intensive study, Google revealed that the number-one factor influencing a team’s success was psychological safety: whether individuals felt safe taking risks, making mistakes, asking for help, or speaking up within the group.
Unfortunately, feelings of psychological safety have plummeted as teams continue to work in remote and hybrid capacities.
That’s the bad news. The good news is, you can get it back—or cultivate it for the first time.
The Challenge of Building Psychological Safety in Remote and Hybrid Teams
Working at a distance from your teammates increases the likelihood of communication barriers, misunderstandings, and feelings of disconnection. Owning up to a mistake or speaking up about a problem can feel extra daunting when not delivered face-to-face.Compounding these dynamics, studies consistently find that at least half of all communication is nonverbal. When team members are not physically present to read body language and facial expressions, it’s more challenging to establish trust, rapport, and personal relationships—the building blocks of psychological safety.
How Remote Leaders Can Cultivate Psychological Safety
Remote leaders can actively build psychological safety through habits and protocols that prioritize communication, vulnerability, and non-transactional connection:Give everyone a chance to speak (and listen to what they say). The average remote meeting can quickly devolve into a monologue to a captive audience or a conversation among the loudest, most extroverted voices in the virtual room.
Get intentional about using meetings to hear from all employees, gather feedback, and listen to new perspectives. To do this, ask plenty of questions and actively engage employees who may be more introverted.
Make time for non-transactional connection and growth. The efficiency of remote and hybrid work can be a double-edged sword. Meetings and conversations tend to be transactional, lasting only long enough to complete the task. Gone are the watercooler discussions, hallway meetings, or waves hello that strengthen interpersonal relationships and camaraderie.
Reclaim casual connection by scheduling virtual happy hours or regular game nights. When possible, encourage employees to turn their cameras on to infuse the space with some nonverbal communication. Another helpful tactic is to regularly kick off group meetings with a round-robin where each person shares a highlight from their weekend, answers a silly question (“What would your pro wrestling name be?”), or plays a quick team-building game.
Model and welcome vulnerability. Vulnerability is a crucial ingredient of psychological safety. If you want team members to open up, you’ll need to lead by example. Remote leaders can cultivate vulnerability by sharing personal stories and experiences related to the project or topic at hand, admitting mistakes or setbacks, or asking for assistance when needed to acknowledge their own limitations.
Validate and affirm team members who ask for help, reveal concerns, or offer constructive criticism. This supportive environment makes employees more comfortable sharing their ideas, experiences, and concerns without fear of reprisal.
Practice effective, generous praise. Foster a “caught you doing something good” culture that boosts morale and builds team confidence. Remote and hybrid work makes everyone feel less visible behind their computer screens. Make it a point to say, “I see you and appreciate you.”
While some leaders may feel hesitant about overpraising, because it can lead to stagnation and complacency, researchers like Carol Dweck have found effective praise cultivates resilience, a growth mindset, and a sense of belonging. Remember that praise is most effective when it is specific, sincere, behavior-oriented, and contextualized.
Psychological Safety Is Worth the Effort
Remote and hybrid leaders face unique challenges in cultivating psychological safety. But with engagement, work satisfaction, and team success on the line, it’s worth the extra effort.As a leader, have you seen signs of psychological safety dwindle with the rise in remote work? Share your experience in the comments below.