Psychological safety training in New YorkSay the useful thing while the leader is there.
Psychological safety training for a New York team and the leader whose reaction teaches everyone what can be said.
- Half day or 1 day
- In person or remote
- Teams and leaders
- Tailored
- New York, in person or hybrid
New York
New York teams who need the hard comment said
A New York meeting can look polite and still hide the objection that would have saved the work. This workshop is for an intact team and the leader whose reaction teaches everyone what can be said.
We run it in person so people hear that response, at the studio or your office, or hybrid if the team is split. The standard stays high. We are not asking the group to be nicer.
- Best as an intact team with the leader who sets the tone.
- At the New York studio, your office, or hybrid when the team is split.
- Used on how this team actually argues.
- Half day or full day.
◆ We've built capability for teams at ◆
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The problem
The smartest people in the room say nothing.
Silence in the room
People hold back ideas, questions and concerns rather than risk looking foolish.
Mistakes stay hidden
Problems fester because it is not safe to admit them early.
Innovation stalls
No one risks the half-formed idea that could have been the breakthrough.
Nice is not safe
Teams mistake comfort for safety, avoid hard conversations, and let standards slip.
What you'll walk away with
By the end, your team will have
- A shared, precise understanding of what psychological safety is, and what it is not
- A read on where your team sits today, on safety and on standards
- Edmondson's three moves: set the stage, invite participation, respond productively
- The language to disagree, challenge and admit mistakes without fear
- A concrete plan to build safety while keeping standards high
What we cover
The flow of the day
- 01
The evidence
Edmondson's research and Google's Project Aristotle. Why safety drives performance.
- 02
Safety is not niceness
The learning zone, where high safety meets high standards.
- 03
Diagnose your team
Use Edmondson's assessment to see where your team really stands.
- 04
The leader's role
The three-step framework in practice: modelling curiosity and fallibility.
- 05
Practising candour
Structured tools for feedback, dissent and admitting error, used live.
Who it's for
Who should be in the room
Bring the whole team. Safety cannot be built by one person in isolation.
Team leaders and managers
The people who set the tone. Safety starts with them.
Intact teams
Best done together. It is a shared, team-level capability.
Leadership groups
Executives building a culture that scales beyond one team.
Format and logistics
How it runs
Duration
Half-day primer or 1-day deep dive.
Delivery
In person or purpose-built remote.
Best with
An intact team or leadership group.
Tailoring
Shaped to your team's real dynamics and challenges.
Facilitator
Steve Glaveski
Founder of Collective Campus, 2× Wiley author and HBR contributor who has helped 100+ organisations build the cultures where good ideas surface. Steve runs these sessions himself.
Proof
Built on Edmondson and Project Aristotle
Google studied 180 teams and found psychological safety was the strongest factor in how they performed. Amy Edmondson at Harvard defined it as a shared belief that the team is safe for interpersonal risk, and showed that it pays off when standards stay high. That pairing is the learning zone.
Amy Edmondson, Harvard
Psychological safety is a shared belief that the team is safe for interpersonal risk. High safety plus high standards is the learning zone.
Google, Project Aristotle
A study of 180 teams found psychological safety was the strongest factor in team effectiveness.
New York
Questions about running this in New York
Should the New York leader attend?
If they set the tone, yes. A session without them teaches a candour the team cannot use when that person is back.
Is a New York candour session about being pleasant?
No. The aim is candour with a high standard. Comfort without accountability is not the outcome.
How do we book a New York session on candour?
Use the contact form. Name the team, confirm the leader will attend and say whether you want the studio or hybrid. Half day or one day.
Can a New York leadership group do this without their teams?
They can, and it is weaker. Start with one intact team if you can.
Build a team where the best ideas actually get heard.
Tell us which team you want in the room. We will shape the day around how they work now.