I’ve been lucky when it comes to managers. I’ve worked for and am currently working with great people leaders. I promise that I’m not just saying that in hopes that my leader reads this article. Rather, I’m sharing this because my leaders have all had one thing in common — they create psychologically safe spaces for their team.

Having a psychologically safe space to work, grow, learn, and contribute to is a priority for me. My colleagues and company get the best of me when I feel valued, supported, and heard. So, what is psychological safety and what are some of the things we can do foster a healthy environment where we feel Ready, Safe + Sound at Dematic?

Psychological safety is a shared belief held by members of a team that it’s OK to take risks, to express their ideas and concerns, to speak up with questions, and to admit mistakes — all without fear of negative consequences, according to the Harvard Business Review. At Dematic, this includes things such as: establishing clear expectations for everyone on the team, encouraging open communication by actively and empathetically listening to one another, showing appreciation when people speak up, and celebrating people and their accomplishments as it resonates with them. 

Many companies simply focus on safety. Including being "Sound" in our new Ready, Safe + Sound pledge is intentional. Including all of these in our Sustainability Strategy is deliberate. Yes, safety tools, and training, and observations are imperative, but foundationally, it's equally important to have a sound mind and a focus on well-being for individuals to perform safely, free from distractions, and risk-taking culture. Creating the right culture, where it's OK to say something if you see something unsafe is paramount. A positive and psychologically safe environment creates that sense of caring, patience, tolerance, and support for speaking up.  

The term diversity is too often minimized to one or two aspects. A person’s connection to their identity is personal and each of us value our own aspects of diversity differently. Here are some examples:​​​​​​​

• For a CFO, the most important aspect of their identity is not their company title — it’s their family title — mom.
• For a veteran employee, the most important aspect of their identity may not be their veteran status — it’s being a Black woman.
• For a leader, the most important aspect of their identity might not be their education or experience — it’s being Muslim.

When we acknowledge and celebrate the various aspects of diversity that intersect within people, we naturally create an environment of inclusion and belonging. And when people feel safe enough to bring their whole self to work, Dematic gets 100% of their talent.

Let’s just address the elephant in the room — blame culture happens and it hasn’t done us any favors. Part of fostering a psychologically safe environment is asking people to take risks, share ideas, and provide input. The problem is that people aren’t going to do any of those things if they feel that they are going to be blamed for making a mistake. Think about the last time you responded to bad news, a rough meeting, or a team not satisfying an objective/key result. Did you assume you had all the facts? Did you actively listen? Adopting a learning mindset is a great way to combat blame culture and create psychological safety.

Putting yourself in another person’s shoes shouldn’t be uncomfortable when you do it right. A frequent inclusion question I'm often asked is where do men fit in — specifically white men? The fact is there’s a place for all of us. If we’re going to create a safe and sound environment, we need to ask ourselves tough questions about how we interact at work, how others may perceive us, and how can we be an ally to people who are not like us. Afraid of asking a dumb question? I’ve been there and have done that! Send us an email at inclusiondiversity@dematic.com to learn how you can safely practice being comfortable with being uncomfortable.