I recently worked with a tech team led by a manager who leaned heavily on the “stretch” side. Ambitious and productivity-focused, he set high expectations but rarely checked in on a personal level or offered support during challenges.
Mistakes were quickly corrected rather than used as learning opportunities, and open dialogue was scarce. As a result, team members began to withdraw, avoiding risks and innovative ideas out of fear.
Recognizing this imbalance, the manager decided to make a change.
We ran the Psychological Safety Scan to get a baseline, then introduced regular check-ins centered on both projects and individual needs. The manager practiced active listening and started acknowledging efforts, not just outcomes.
Two months later, we re-scanned the team, and the improvement was clear. The team felt more valued and safer to share fresh ideas and the performance results followed.
Leaders should strike a delicate balance between support (showing genuine care and empathy) and stretch (holding high expectations and encouraging growth).
6 Tips for Striking the Right Balance:
1. Show vulnerability through self-reflection
Leader Tip: Share your own growth journey with the team.
When leaders openly share personal growth experiences and learning curves, they set a tone of authenticity and create space for others to do the same.
Sharing moments where you've faced challenges or sought help models vulnerability as a strength, not a weakness.
This is more than just transparency; it signals that you, too, are constantly evolving.
2. Shift from feedback to feedforward mindset
Leader Tip: Use forward-looking language that emphasizes future potential rather than past mistakes. Incorporating high expectations doesn’t mean dwelling on what went wrong.
Instead, focus on “feedforward,” where you guide team members toward their next opportunity for improvement rather than revisiting past errors.
This approach encourages a forward momentum mindset, emphasizing growth over judgment.
Example: Instead of saying, “You should have done X in that situation,” try, “Next time, consider approaching it this way to maximize your impact.” This subtle shift in language reinforces the belief that growth is a continual journey, not a finite result.
3. Regularly “check-in” beyond performance reviews
Leader Tip: Engage in informal, “support-and-stretch” conversations.
Formal performance reviews can feel intimidating and distant. By building regular, informal check-ins into your routine, you create a space where team members feel safe to voice concerns, share wins, and discuss challenges.
Make these check-ins about mutual growth rather than just performance, focusing on aspirations, well-being, and areas of growth.
Try asking “What’s something new you’d like to try, and how can I support you?” This question demonstrates that you believe in their potential while also providing a clear channel for support.
4. Embrace mistakes as part of the growth journey
Leader Tip: Set the tone that mistakes are expected and discuss learnings openly.
Instead of merely allowing for mistakes, actively frame them as valuable learning experiences.
Ideas: during team retrospectives, create a segment called “Brave Mistakes,” where team members can voluntarily share something that didn’t go as planned and what they learned from it. This practice normalizes the idea of mistakes as part of the growth process, not something to be feared.
5. Balance recognition with constructive feedback
Leader Tip: Recognize efforts, not just outcomes, while pairing acknowledgment with growth-focused feedback.
While it’s essential to celebrate successes, don’t overlook the importance of providing guidance on continuous improvement.
When leaders highlight areas for growth alongside recognition, it shows that they are invested in each team member’s ongoing development.
Example: When acknowledging a job well done, add, “You’ve done an excellent job with X. As a next step, consider exploring Y to deepen your impact.” This approach ensures team members feel appreciated and motivated to reach new heights.
The Takeaway
Creating psychological safety isn’t just about offering unconditional support, nor is it solely about pushing for peak performance.
t’s about striking the right balance between empathy and high expectations. When leaders genuinely care about their team’s well-being and also believe in their growth potential, they foster an environment where team members feel safe, motivated, and inspired.
If you’re looking to introduce psychological safety and build an inclusive culture in your organization, I’m here to help. Contact me to start creating an environment where your team feels empowered, valued, and ready to thrive.
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