Q&A with Workplace Options’ though leaders, Bob Batchelor, VP of Global Marketing & Communications, and Oliver Brecht, VP & General Manager, Enterprise Solutions
The line between work and home has grown increasingly blurry. As a result, fostering a psychologically safe workplace is an essential element in attracting and retaining top talent and driving innovation and productivity. But what exactly does “psychological safety” mean, and how does it relate to employee engagement? Furthermore, why should senior business leaders be thinking about psychosocial risk?
In this Q&A, Bob Batchelor, Vice President of Global Marketing and Communications at Workplace Options, and Oliver Brecht, Vice President and General Manager of Enterprise Solutions, dive into the critical importance of psychological safety, the growing focus on psychosocial risk, and the role of inclusive leadership in creating safe, productive environments where all employees can bring their full selves to work and thrive.
Bob Batchelor:
Hey Oliver! Let’s dig right in. Can you start by explaining what a psychologically safe workplace is and why it’s critical for organizations?
Oliver Brecht:
Sure! A psychologically safe workplace is where individuals feel they can contribute, learn, and express their ideas without fear of negative consequences. It is an environment that encourages people to take risks, make mistakes, and grow from them. Psychological safety also allows employees to challenge ideas constructively, which we know fosters innovation. Finally, it creates a space where individuals can bring their authentic selves to work without facing discrimination or judgment. This last part is vital, because when people feel safe to contribute and learn, you not only engage your workforce, but you also create opportunities for constant improvement and innovation. In today’s fast-paced corporate landscape, the ability to innovate and adapt is critical to success.
Bob:
That’s a great explanation. Now, another concept that might not be as familiar in the US is psychosocial risk. Could you explain how that term relates to psychological safety?
Oliver:
Yes, it’s important to understand the differences between these linked terms. Psychological safety and psychosocial risk are related, but distinct. Think of them as cousins. Psychological safety is about creating an environment where employees feel safe to contribute, learn, and challenge. Psychosocial risk, on the other hand, refers to factors in the workplace that can cause psychological harm, such as high stress, harassment, or poor task design. The overlap is that a lack of psychological safety can make it harder for employees to raise concerns about psychosocial risks. In countries like Australia, where psychosocial risks are now legislated, there is a growing understanding of the need to control these risks to prevent psychological injuries in the workplace.
Bob:
That is really insightful—you made sense of the similarities and differences in those terms better than 99 percent of the articles I have read on the topic. Here’s another one for you. In America, we frequently hear more about employee engagement than these psychosocial terms. How should leaders link psychological safety to employee engagement?
Oliver:
Employee engagement is a complex concept with many contributing factors. One thing is clear, though: without psychological safety, leaders will struggle to fully engage their employees. When people feel safe, they are more likely to contribute, take initiative, and feel included. Leaders who demonstrate inclusive behaviors—such as actively listening, encouraging constructive critique, and providing feedback—create an environment where employees feel valued and engaged. Consistency is key. Leaders must model the behaviors they want to see replicated in the workplace. If your actions as a leader align with fostering psychological safety, you will help build a more engaged, productive workforce.
Bob:
You mentioned consistency. How can leaders recognize when their workplace lacks psychological safety?
Oliver:
Leaders can observe their team’s behavior for signs. If employees are hesitant to contribute ideas, reluctant to take initiative, or afraid to make mistakes, it could be a sign that the environment isn’t psychologically safe. Another clue is how people react to feedback or challenges—if defensiveness or avoidance dominates, there may be a barrier to open, constructive dialogue. Leaders should also reflect on their own behavior by asking themselves if they are providing a safe space for employees to raise concerns. Are they reacting to mistakes in a way that encourages learning or in a punitive way?
Bob:
Great point. You have also spoken about inclusive leadership. How does that concept tie into psychological safety?
Oliver:
Inclusive leadership is crucial to building psychological safety by actively creating space for diverse perspectives and fostering a sense of belonging. Inclusive leaders demonstrate empathy, admit their own mistakes, and encourage continuous improvement. An inclusive leader demonstrates that they are committed to learning and improving, just like they expect from their teams. When leaders are open about their fallibility, it signals to employees that it is okay to take risks and make mistakes, which creates a safer environment for everyone.
Bob:
It is interesting how much communication plays into this. We all spend a lot of our time talking, but it seems most people should do more work on active listening and ensuring that others understand what they are saying. In your view, how can communication skills impact psychological safety and inclusive leadership?
Oliver:
Communication is one of the core pillars of inclusive leadership. As you mentioned, it is not just about speaking—leaders at every level must also actively listen. Leaders need to be aware that sometimes the failure of a project or a breakdown in a team comes from not listening to ideas that were presented. If leaders create an environment where open communication is encouraged and employees feel heard, they will foster both psychological safety and inclusion.
Bob:
Let’s talk about one of my favorite topics—data. What does the research and analytics tell us about the importance of psychological safety and psychosocial risks?
Oliver:
At Workplace Options, our data reveals trends that support the need for psychological safety. For example, in Australia, the top work-related reason people seek support through Employee Assistance Programs (EAPs) is a lack of recognition, which ties directly to the idea of psychological safety. In the US, work-life balance is a primary concern. The idea behind this challenge is that often people feel they can’t challenge workloads or their manager’s expectations. These data points show that when employees feel unsupported or unable to speak up, it has direct consequences on their well-being and engagement. It is a clear signal that managers need to create environments where employees can voice concerns without fear of reprisal.
Bob:
This has been a really valuable conversation, Oliver. I really appreciate it. One last question, which is top of mind: How can leaders begin the process of improving psychological safety in their organizations?
Oliver:
It might seem counterintuitive, but my advice is for them to start small. Initially, leaders should take a step back and assess their teams. There are some really fundamental questions they can ask, including: Are people contributing ideas? Do they feel comfortable raising concerns? How do you as a leader and your team respond to mistakes? Once you have a sense of where things stand, it is easier to identify areas for improvement. Engage with experts or programs like the Workplace Options AIR25 program to get targeted support. The key is to be consistent and intentional in building a culture of safety and inclusion over time. It’s not about overnight change, but steady, authentic progress.
Workplace Options’ AIR25: Building Psychological Safety through Inclusive Leadership provides the tools and strategies to enhance awareness, resilience, and inclusivity. Contact us to learn more about AIR25 and how it can transform your leadership team!
