Psychological safety is the secret sauce of brilliant teams, but how does it actually play out, especially when neurodivergent minds are in the mix? We explore what it means to feel safe, seen and supported at work, and why listening better might just be the leadership superpower we all need
Psychological safety has become a cornerstone for effective, innovative, high-performing teams. But what is it actually like in practice? And how can we recognise its presence, particularly in environments where neurodivergence is valued and nurtured?
Psychological safety is essential for team creativity, collaboration and true connectivity
What is psychological safety?
Amy Edmondson, the Harvard professor whose research brought this concept to prominence, defines psychological safety as: “A shared belief that the team is safe for interpersonal risk-taking.” In other words, it’s the confidence that you can express yourself, ask questions and admit mistakes without fear of humiliation or retribution.
But psychological safety, like neurodiversity, is not a one-size-fits-all concept. There are as many versions of psychological safety as there are minds to define it and nervous systems to sense it. For some, it’s speaking up in the moment; for others, it’s returning to a conversation after time to reflect – and that being OK. For neurodivergent individuals in particular, the most powerful shifts in the perception of whether it is safe can happen outside this dialogue.
What does psychological safety look, feel and sound like?
In a psychologically safe environment, certain behaviours and skills become noticeable:
- Listening skills: People genuinely listen to one another. They seek to understand, not just to respond. They validate others’ perspectives and build on different points of view. The ‘yes, and’ rather than ‘no, but’ response.
- Transparency: Communication is open and honest, with a willingness to share both successes and failures, always with the aim to find the learning within both.
- Curiosity over judgment: Team members are encouraged to be curious, not judgmental. Enquiry, rather than advocacy, is the route to shared understanding. Advocacy is there to enable meaning and understanding of individual needs.
- Strengths-based approach: Individuals are valued and appreciated for what they bring – with a focus on working to people’s strengths.
- Care and compassion: There is a sense of care for people, whether they are part of an organisation or not, and a willingness to take action so that marginalised perspectives are given ‘disproportionate’ attention.
Neurodivergence: A holistic experience
Neurodivergent individuals often notice and react to environmental dangers first, like the proverbial canary in the coalmine (Praslova, 2024). The environment makes a huge difference to their ability to contribute and thrive. When psychological safety is present, neurodivergent talent flourishes, bringing unique strengths in areas such as pattern recognition, creativity and problem-solving.
Creating psychological safety for neurodivergent colleagues is not about ‘exposing’ them and requiring evidence of their needs. It’s about leaders exposing themselves – showing vulnerability, admitting imperfection, and demonstrating that being human means getting things wrong. The ability to do this links to the ‘double empathy problem’, a theory developed to describe the mutual challenges in understanding between specifically autistic and non-autistic people.
As Donna Williams wrote in 1996: “Right from the start, from the time someone came up with the word ‘autism’, the condition has been judged from the outside, by its appearances, and not from the inside according to how it is experienced.” True psychological safety requires us to move beyond appearances and seek to understand each other’s lived and ‘embodied’ experiences.
Psychological safety requires a culture of neuro-affirming leadership
Organisations often focus on the cost of employing people, whereas the real value lies in people’s skills and their growth over time – particularly those that flourish in a psychologically safe environment. Listening and communication are foundational to developing this culture, and so is the ability for leaders to nurture growth, innovation and collaboration across the teams they lead.
Improving culture starts with improving listening skills. You can’t get everyone on the same page through advocacy alone; it takes genuine enquiry and curiosity. When teams feel they can voice their perspectives and know they are safe to do so, they achieve more – even in the face of adversity. Psychological safety is essential for team creativity, collaboration and true connectivity.
We don’t create psychological safety by demanding others reveal their differences; we do it by revealing our own humanity. Showing your own vulnerabilities, sharing that you are not perfect; thus modelling the behaviours, values, thoughts and feelings you wish to encourage.
If we can achieve true connectivity using this approach, imagine what we can accomplish. Together.
Dr Esther Barrett is Managing Director at Barrett Coaching and Training
Dr Kate Jenkinson is Creative Executive Leadership Coach at NEXT STEP HR
Anita Patel is neuro-inclusion speaker, trainer and neurodiversity coach at Anita Patel Coaching
