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Most psychological safety programmes address culture and policy. What they do not address is the specific, trainable set of behaviours that either build or erode trust in the moment of contact. That gap is expensive. It shows up in late-stage issue escalation, in people disengaging quietly rather than speaking up, in performance conversations that leave both parties more defended than when they started.

Psychological safety has become a top leadership priority in recent years — and rightly so. Amy Edmondson’s research has shown consistently that teams with high psychological safety learn faster, raise problems earlier, and perform better under uncertainty. But most programmes stop at awareness. They explain what psychological safety is. They make the case for why it matters. Then they leave managers without a protocol for the moment that counts: the real conversation, und