More than two decades of research—from Harvard professor Amy Edmondson’s pioneering studies to Google’s landmark Project Aristotle—have found that the strongest predictor of high-performing teams isn’t talent or strategy, but psychological safety. As Edmondson defines, it’s “a shared belief held by team members that the team is safe for interpersonal risk-taking.” It’s what gives people the confidence to speak up, take creative risks, and learn from failure—and it’s foundational to innovation.

But one critical truth is often overlooked: Leaders can’t create psychological safety for others if they haven’t first cultivated it within themselves.

I learned this the hard way.

While earning my MBA at Stanford, I cofounded Embrace, a social enterprise that created a low-cost, portable incubato

See Full Page