by Dr. Kevin Dean, President & CEO, Tennessee Nonprofit Network
Years and years ago, in what feels like a different life, I stepped into the role of a new leader at a nonprofit. I was greener, enthusiastic, and armed with all the textbook knowledge about fostering a collaborative and empowering environment. What I wasn’t armed with, however, was a force field to deflect the daily barrage of subtle (and not-so-subtle) attacks from a particular cohort of staff members. Staff meetings, those supposed bastions of shared vision and progress, often devolved into open season on yours truly. My ideas were dissected, my motives questioned, and my every action scrutinized with the intensity of a diamond appraiser. It felt less like a team meeting and more like a public inquisition. Outside of staff meetings, it was even worse.
Then there was the employee who seemed to possess a preternatural ability to twist my words. A casual suggestion about a new project would emerge later, warped into a draconian directive aimed at stripping away everyone’s autonomy. A comment about needing to tighten our belts financially would become a whisper network rumor about impending layoffs. Some days, I genuinely felt like I was losing my mind. Was I truly so incompetent, so nefarious, that my intentions were constantly misread, or worse, deliberately misinterpreted? Looking back, this was more about the person and their baggage than about me. As the leader, I represented something to this person that was grounded in previous trauma rather than who I actually was.
The irony, sharp and bitter, was that these very same staff members were vociferously advocating for their own right to psychological safety. They felt unheard, unappreciated, and unsafe to express their opinions – opinions that were destructive, sarcastic, and occasionally mean-spirited. I felt like i was being bullied in my 7th grade science class. And in a twisted, circular logic, my inability to “earn their trust” (as they saw it) led me to withdraw. I became more cautious, less spontaneous, and, frankly, less of the leader I wanted to be. The culture, predictably, suffered. It became a place of unspoken tensions, whispered resentments, and an undercurrent of distrust.
Looking back, how I wish I could grab that younger, beleaguered version of myself by the shoulders and impart some hard-won wisdom. I should have done so much differently. I should have prioritized building a truly robust, healthy culture from day one, not just as a nice-to-have, but as the foundational bedrock of everything. I should have had the courage to let go of some of those “naysayers” immediately. I was never going to earn their trust, and their toxic behavior left scars on our culture for years. The truth is, some people aren’t looking to be converted; they’re looking to disrupt. And my energy, so desperately needed elsewhere, was being siphoned off trying to win over the unwinnable. Most importantly, I should have had more faith in myself, in my genuine desire to do what was best for both the organization and every single staff member, even the ones who treated me like a piñata at a particularly aggressive birthday party.
What in the World is Psychological Safety, Anyway?
So, what exactly is this elusive creature called psychological safety? It’s not about being “nice” all the time, or a constant kumbaya circle where everyone agrees. As defined by organizational behavioral scientist Amy Edmondson, it’s a shared belief held by members of a team that the team is safe for interpersonal risk-taking. In plainer terms, it’s the comfort level people feel speaking up with ideas, questions, concerns, or mistakes, without fear of being shamed, punished, or humiliated.
Think of it this way: In a psychologically safe environment, you can admit you made a mistake without fearing public flogging. You can ask a “stupid” question without feeling like an idiot. You can offer a crazy, out-of-the-box idea without being laughed out of the room. You can give constructive feedback without worrying about retaliation. It’s the feeling that your voice matters, even if your idea isn’t adopted, and that your vulnerability won’t be weaponized against you.
Why It’s the Secret Sauce for Nonprofit Success
Now, why is psychological safety not just a nice-to-have, but an absolute necessity for the success of a nonprofit organization? Well, nonprofits, by their very nature, are often tackling complex, often emotionally charged issues. They rely heavily on collaboration, innovation, and a passionate commitment to their mission. Without psychological safety, all of that goes right out the window, replaced by a stifling atmosphere of fear and self-preservation.
Here’s why it’s the secret sauce:
- Innovation Thrives: Nonprofits need to be constantly innovating to solve problems and stay relevant. If staff members are afraid to suggest new approaches, challenge the status quo, or admit when something isn’t working, you’re stuck in a rut. Psychological safety encourages experimentation and learning from failures, which is crucial for growth.
- Better Decision-Making: When people feel safe to speak up, even with dissenting opinions, it leads to more robust discussions and ultimately better decisions. Diverse perspectives are invaluable, and if those perspectives are silenced by fear, your organization is operating with blind spots.
- Increased Engagement and Retention: Who wants to work in an environment where they feel constantly judged or silenced? Psychological safety fosters a sense of belonging and trust, which directly correlates to higher employee engagement and lower turnover. In the nonprofit world, where resources are often tight, retaining talented staff is paramount.
- Effective Problem Solving: Problems are inevitable. In a psychologically safe workplace, problems are seen as opportunities for improvement, not as reasons to point fingers. Staff members are more likely to flag issues early, collaborate on solutions, and learn from mistakes without fear of blame.
- Stronger Mission Delivery: Ultimately, a nonprofit exists to deliver on its mission. When staff feel safe and supported, they can focus their energy on the work itself, rather than on navigating internal politics or protecting themselves. This translates directly into more impactful programs and services for the community.
What Does Psychological Safety Look Like in the Wild?
Okay, so we know what it is and why it’s important. But what does psychological safety actually look like on a day-to-day basis in a nonprofit? It’s often subtle, woven into the fabric of daily interactions, but here are some specific examples:
- During a team meeting, Sarah admits she made a mistake on a grant application. Instead of being chastised, her manager says, “Thanks for bringing that to our attention, Sarah. What can we learn from this to prevent it next time?” and the team brainstorms solutions.
- Mark, a junior staff member, disagrees with a proposed program strategy during a brainstorming session with senior leaders. He articulates his concerns respectfully, and the leaders genuinely listen, ask clarifying questions, and even adjust the strategy based on his input.
- When a new initiative isn’t yielding the expected results, the team collectively analyzes what went wrong. The focus is on the process and the outcomes, not on blaming individuals. Everyone feels comfortable sharing their observations and ideas for improvement.
- A staff member approaches their supervisor with a personal challenge that is impacting their work. The supervisor responds with empathy and works with the employee to find a supportive solution, demonstrating trust and understanding.
- During a project debrief, team members openly share both successes and failures. There’s a culture of continuous learning, where “failure” is reframed as a valuable learning opportunity rather than a source of shame.
- Employees feel comfortable asking for help when they’re overwhelmed or don’t understand something. There’s no sense that asking for help implies incompetence.
- Feedback, both positive and constructive, is given and received regularly and respectfully. It’s seen as a gift for growth, not a personal attack.
- There’s a clear process for raising concerns, and staff trust that their concerns will be heard and addressed without reprisal.
Psychological Safety: Earned, Not Entitled (And It Takes a Village)
Here’s where the rubber meets the road, and where my younger self truly missed the boat: Psychological safety isn’t a given. It’s not something you walk into a new job expecting to have handed to you on a silver platter, like a welcome basket full of branded pens and a slightly stale muffin. It’s earned. And it’s a collective responsibility.
Sometimes, people enter a nonprofit organization with an expectation that psychological safety is simply their right, a default setting. And while everyone deserves to feel respected and safe at work, true psychological safety – the kind that fosters genuine vulnerability and collaborative risk-taking – is built brick by painstaking brick, through consistent actions and a shared commitment from every single person in the organization.
Think of it like building a really sturdy, beautiful sandcastle. Everyone has to contribute. If one person keeps kicking over sections, or refusing to help gather water, that castle isn’t going to stand. Similarly, if even a few individuals are constantly undermining, gossiping, or weaponizing information, the foundation of psychological safety crumbles for everyone, regardless of how much the leader tries to shore it up.
So, when people say they want psychological safety at work, it truly “takes a village.” It’s an organization-wide commitment, a two-way street that requires active participation from the board, the leadership team, managers, and every single staff member.
The Leader’s Right to Feel Safe, Too
And this brings us to the crucial, often overlooked point that my painful early leadership experience so vividly illustrated: Your leader has the right to feel safe at work, too.
It’s astonishing how often this truth gets glossed over. We talk endlessly about staff psychological safety (and rightly so!), but sometimes forget that leaders are human beings, susceptible to the same fears, insecurities, and vulnerabilities as anyone else. If a leader is constantly on guard, afraid of being attacked, undermined, or having their words twisted, how can they possibly create an environment where others feel safe?
Imagine a leader who is bombarded by constant criticism, open defiance, or subtle sabotage. Their energy, instead of being directed towards strategic vision, fundraising, or program development, is diverted to self-preservation. They might:
- Withdraw and become less communicative: Because every word might be twisted, it feels safer to say less.
- Become overly prescriptive or micromanage: If every decision is questioned, a leader might try to control every variable to avoid future attacks.
- Avoid difficult conversations: Confronting problematic behavior feels like walking into a lion’s den.
- Struggle with decision-making: The fear of making a “wrong” decision that will be used against them can lead to paralysis.
- Experience burnout and resentment: Leading under constant psychological duress is exhausting and soul-crushing.
When a leader feels unsafe, it creates a ripple effect throughout the organization. Their defensiveness, withdrawal, or over-control trickles down, making it impossible for staff to truly feel psychologically safe themselves. It’s a closed loop: a leader who feels unsafe creates an environment where others feel unsafe, which in turn reinforces the leader’s own feelings of insecurity. Yes, leaders are ultimately responsible and have more power than anyone else in establishing culture, but they also deserve the grace, healthy feedback loops, and support that everyone else in the organization receives.
As I learned the hard way, you can preach psychological safety from the rooftops, but if you, as the leader, are walking on eggshells, no one else is going to feel comfortable taking risks. The culture will become stifled, innovation will dry up, and engagement will plummet.
Building a truly psychologically safe organization requires a commitment from everyone to that two-way street. It means:
- For staff: Understanding that offering constructive feedback is different from undermining. Questioning strategies is different from questioning motives. It means assuming positive intent from your leaders, just as you hope they assume it from you. It means contributing positively to the culture, calling out toxic behavior, and being a part of the solution, not the problem. It means recognizing that the leader is also a human being trying their best, and sometimes they need support and grace, too.
- For leaders: Being vulnerable enough to admit mistakes, ask for help, and model the behavior you want to see. It means creating clear expectations, providing regular feedback (both positive and constructive), and addressing problematic behavior swiftly and fairly. It means actively listening and creating channels for feedback that don’t feel like an ambush. And crucially, it means having the courage to protect yourself and the organization by removing individuals who are consistently undermining the culture, even if it feels difficult.
Creating a truly psychologically safe nonprofit isn’t a fluffy HR initiative; it’s a strategic imperative. It’s the oxygen that allows mission-driven organizations to breathe, innovate, and thrive. And it starts with the fundamental understanding that psychological safety is a shared responsibility, a precious commodity that is earned through mutual respect, trust, and a genuine commitment from every single person – especially the ones at the top – to ensure that everyone, including the leader, feels safe enough to be human, to take risks, and to truly contribute their best. Because when leaders feel safe, everyone else has a much better chance of feeling safe too, and that’s when the real magic happens.