19/08/2025
Psychological safety starts with trust—but whose job is it to build that trust: managers or team members?
Trust: The Foundation of Psychological Safety Across Generations
At its core, psychological safety is built on trust—trust that people can share ideas, admit mistakes, and show up authentically without fear of ridicule or punishment. Yet while most leaders agree on its importance, the ability to practice it often depends on background, experience, and mindset.
For Gen X and older Millennials, now in many managerial positions, psychological safety has traditionally meant stability, fairness, and professionalism. They grew up in corporate cultures where respect for hierarchy was a survival skill. To them, building safety means being consistent and avoiding punitive responses. By contrast, younger Millennials and Gen Z define safety as openness, inclusivity, and the assurance that their voice is welcomed and valued.
This generational gap can already create tension—but the challenge deepens for managers with finance or technical backgrounds. Many of them built their careers in environments that valued precision, accuracy, command and control. Trust was often measured by compliance, not openness. Admitting mistakes or encouraging vulnerability didn’t always align with the culture they were trained in. As a result, when they step into leadership roles, they may struggle to extend trust in new ways: listening without judgment, inviting diverse opinions, or encouraging risk-taking.
To practice psychological safety, these leaders must unlearn old reflexes and learn new skills. It means shifting from focusing only on processes and results to also nurturing people. It means understanding that trust isn’t just about “not punishing mistakes,” but actively creating an atmosphere where employees feel empowered to speak up. And it requires humility—the ability to admit, “I don’t have all the answers, and that’s okay.”
Of course, this doesn’t mean employees are passive recipients. Trust is a shared responsibility. Managers must set the tone through transparency, empathy, and openness. Team members must also participate by engaging respectfully, contributing ideas, and recognizing that safety coexists with accountability.
When both managers and staff embrace these roles, generational differences don’t divide teams—they enrich them. Trust provides the roots, managers provide the atmosphere, and employees help it grow. Together, they create a workplace where psychological safety isn’t just theory, but practice.