High-performing project teams are rarely built on technical expertise alone. A critical yet often overlooked factor is psychological safety—the shared belief that team members can express ideas, ask questions, and admit mistakes without fear of embarrassment or retribution. For project leaders, fostering this environment is essential to driving innovation, collaboration, and resilience in complex initiatives.
Research by Google’s Project Aristotle revealed that psychological safety was the single most important predictor of team success, outweighing dependability, structure, and technical skill (Rozovsky, 2015). Similarly, Amy Edmondson, a Harvard Business School professor, has consistently shown that teams with strong psychological safety achieve higher levels of learning and performance (Edmondson, 2019). For PPMO leaders guiding project managers, these insights highlight a critical dimension of leadership: creating conditions where people feel secure to contribute.
Why Psychological Safety Matters in Project Teams
Project teams operate under constant pressure—tight deadlines, cross-functional collaboration, and evolving priorities. Without a foundation of trust, individuals may withhold valuable information or avoid flagging risks, both of which can lead to costly project delays. According to a Gallup survey, only 3 in 10 U.S. employees strongly agree that their opinions count at work, yet when organizations double that ratio, they realize a 27% reduction in turnover and a 12% increase in productivity (Gallup, 2019).
Strategies for Leaders to Build It
- Model openness at the top
Leaders set the tone. By acknowledging their own mistakes or uncertainties, project leaders give implicit permission for others to do the same. - Reframe failure as learning
Encourage teams to treat setbacks as data points, not personal shortcomings. This shift accelerates problem-solving and keeps morale intact. - Create structured inclusion
Regularly invite input from quieter voices during meetings. Research by McKinsey shows that inclusive teams are 35% more likely to outperform peers (Hunt, Layton & Prince, 2015). - Link safety to accountability
Psychological safety does not mean lowering standards—it means enabling people to reach them. Clear expectations combined with a safe environment allow individuals to thrive.
The PPMO’s Role
A Project Portfolio Management Office can embed psychological safety practices into governance frameworks by:
- Training project leaders in facilitation and inclusive communication.
- Encouraging retrospectives not just on project deliverables, but on team dynamics.
- Tracking engagement metrics alongside traditional KPIs to measure team health.
By making psychological safety a strategic priority, PPMOs help organizations reduce project risk while boosting innovation and retention. The outcome is stronger project delivery and healthier teams.
Conclusion
Psychological safety is no longer a “soft” leadership skill—it is a measurable driver of project success. For executives, PPMO leaders, and project managers, investing in this capability offers a clear return: stronger collaboration, reduced attrition, and greater delivery confidence. Leaders who make safety a foundation for accountability unlock the true potential of their teams.
References
- The Five Keys to a Successful Google Team | Julia Rozovsky | 2015
- The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth | Amy C. Edmondson | 2019
- State of the American Workplace | Gallup | 2019
- Why Diversity Matters | Vivian Hunt, Dennis Layton, and Sara Prince | McKinsey & Company | 2015
