How to nurture psychological safety as a Product Manager

In the midst of tech layoffs, I’ve come to believe that psychological safety isn’t just the lifeboat — it’s the compass that navigates us through the storm.

But what does navigating through a storm in the tech industry mean?

How does one find their compass amidst the chaos?

Can psychological safety truly guide us through the turbulence, or is it just another buzzword? And if it is indeed our compass, how do we read it, and more importantly, how do we follow it?

Let’s delve into these questions as we explore the concept of psychological safety from a product manager’s perspective.

From a personal perspective, as a product manager with over six years of experience in both the startup and agency world, I’ve seen my fair share of turbulence. I’ve been a part of teams that had the drive to push forward no matter what, and I’ve been a part of organizations that made you feel like a cog in a machine — easily replaceable. And now that layoffs are becoming a common headline, the tech industry seems to be in a constant state of flux.

These numbers speak for themselves:

• January: 84,714 employees laid off — see all January 2023 Tech Layoffs
• February: 36,491 employees laid off — see all February 2023 Tech Layoffs
• March: 37,109 employees laid off — see all March 2023 Tech Layoffs
• April: 17,926 employees laid off — see all April 2023 Tech Layoffs
• May: 14,555 employees laid off — see all May 2023 Tech Layoffs
• June: 10,524 employees laid off — see all June 2023 Tech Layoffs

Source: TechCrunch

And if you’re by any chance on (business) social networks such as LinkedIn, more probably than not, you’ve seen some posts highlighting layoff situations.

Yet, amidst this chaos, I’ve started to see a beacon of stability: psychological safety. More than a buzzword, it’s often mentioned as a significant factor in creating high-performing teams, according to Google’s research. And I’m starting to see why.

Endurance vs. Suffering

I used to have a phrase written beside my bed: “He conquers who endures.”

And I still stand by it. Another version uses “suffers” instead of “endures,” which conveys a completely different point for me. Enduring something means there will be storms and tough situations, but it does not serve as an excuse to settle, suffer, and do nothing. In order to help, lead, and manage others you need to the same for yourself first. A fellow PM, and a colleague of mine neatly described the state of mind you should strive for:

No matter what happens, if you give your best effort, energy, and will, everything that unfolds is simply paving the way for even better things ahead. With this mindset, nothing can bring you down.

Referring back to the first sentence, it’s easier to endure a storm if you have a compass that navigates you through it.

So, how do we navigate this storm of uncertainty?

How do we endure and not merely suffer?

The answer, I believe, lies in the very heart of our teams and organizations. It’s about creating an environment where people feel safe to take risks, voice their ideas, and be their authentic selves. It’s about fostering psychological safety. Now, you might be wondering, “That sounds great, but how do we actually do that, especially in the face of layoffs and economic uncertainty?”

As I understand it, psychological safety is the bedrock of a healthy work environment. And creating and maintaining it during tech layoffs can feel like a Herculean task. The looming threat of layoffs can create a tense atmosphere where employees focus more on survival than innovation. But here’s the paradox: it’s precisely in these challenging times that psychological safety becomes even more critical.

It requires open empathy, a team dynamic that values every voice, clear communication, and managing expectations of all stakeholders. But most importantly, it’s about acknowledging the human element in every employee, especially when uncertainty is ever-increasing, and every move may be perceived as risky.

When you think about all these moving parts, it’s safe to argue that a product manager's role in fostering psychological safety is multifaceted — or in other words: to Be.

To be what? Let’s briefly expand on each point:

Be a Bridge

Firstly, you’ll serve as a bridge between various stakeholders — from developers and designers to marketing and sales teams. It’s your responsibility to ensure that everyone feels heard and that their ideas and concerns are taken into account. This requires open communication, active listening, and empathy, which can help build trust and foster a sense of safety within the team.

I usually do these by having weekly or biweekly 30-minute 1:1 sessions with each team member. This is their opportunity to set an agenda and freely discuss their issues, challenges, wants, and needs. My primary focus here is their mental health and nurturing an environment of togetherness.

Be a Beacon

Secondly, aim to provide clear direction and expectations. This involves communicating the broader vision and goals of the project and how each team member’s work contributes to these.

When team members understand the ‘why’ behind their tasks, it can enhance their sense of purpose and motivation.

I have often fallen prey to the idea that a clear roadmap, organized backlog, and nicely defined epics, stories, tasks, etc., are enough for everyone to understand the context. While these are certainly important factors, they represent only the last part of the “alignment” pyramid.

This article from Lenny’s Newsletter provides a great example of what is actually needed for everyone to understand the whole context.

Product documentation that starts from a Mission and Vision that is clearly cascaded into the roadmap and stories is your superpower. However, it’s important to note that documentation alone won’t have an impact — you need to communicate and remind the team about the whole pyramid regularly.

Be a Catalyst

Thirdly, strive to create an environment where failure is not feared but seen as a learning opportunity. This means encouraging risk-taking and innovation within loosely defined boundaries (to avoid points of no returns), and when mistakes happen (as they inevitably do), focusing on the lessons learned rather than placing blame.

The important premise here is that you should prioritize being a beacon.

Why?

Experimenting, innovating, and going the extra mile are generally good things, but you must ensure that you are moving in the right direction. A team not aligned on the direction or vision can often become scattered and confused, with everyone going their own way. However, when the team ventures into uncharted areas, the key is to focus on learning from the experience through retrospectives, experiment reviews, or any other form of post-mortem. Regardless of the method, while talking is good, documenting and putting notes and lessons learned on paper gives clarity and accountability.

Be a Celebrator

Lastly, believe in the importance of acknowledging and celebrating successes, no matter how small. Recognizing the hard work and achievements of the team not only boosts morale but also reinforces a positive and supportive team culture.

Over the years, I have learned that small, genuine gestures of public recognition can go a long way. We all live in our own versions of the world that becomes that much better when others openly acknowledge the effort and work we have done with the best intentions in our minds. Communicating progress, even small steps towards the bigger goal creates a positively encouraging environment that is more appealing to everyone involved.

In essence, it’s a challenging but rewarding role, and it’s crucial in building high-performing teams, especially in these uncertain times.

What About Startup Founders?

Navigating Psychological Safety at the Helm

Psychological safety is a two-way street. Those experiencing it and those nurturing it.

And that’s why it’s important for startup founders to take this topic seriously and lead the way.

As a startup founder, your role in fostering psychological safety has an even greater significance. You’re not just a bridge, a catalyst, a beacon, or a celebrator — you’re the architect of the company culture.

Creating a psychologically safe environment starts from the top. It’s about setting the tone and shaping the narrative. By being transparent about the company's challenges and vision, you can help your team see beyond the immediate turbulence. Because in a startup, every challenge is an opportunity for growth.

Let’s wrap it up.

In the face of tech layoffs, psychological safety is more than just a safety net — it could be a launchpad — it all depends on how you choose to look at it. It’s what could allow teams to weather the storm and emerge stronger on the other side. As we navigate these uncertain times, let’s remember to prioritize psychological safety.

Because it’s not just about weathering the storm — it’s about learning to thrive amidst the chaos. And let’s not forget; it’s not a question of whether we’ll face another storm but how we’ll react when we do. It’s reassuring to be surrounded by people who feel safe when the sea is calm and when the storm hits.

After all, if we’ve weathered it once, who’s to say we can’t do it again?

Keep sailing, my friends.

Key Takeaways:

1. According to Google's research, psychological safety is a significant factor in creating high-performing teams.
2. The role of a product manager is crucial in fostering psychological safety during tough times.
3. Clear communication, empathy, and valuing every voice are essential for maintaining psychological safety.
4. Celebrating successes, no matter how small, can boost morale and reinforce a positive team culture.
5. Psychological safety can transform a challenging situation into a launchpad for growth and resilience.
6. Lastly, great things can be achieved if we root our collaboration and relationship as humans first, then business colleagues.

… just one more thing

In this nurturing environment where individuals are prioritized, heard, and genuinely cared for, you might find yourself questioning, “Where do you draw the line? What are the boundaries?”

Balancing these elements is indeed a delicate act. How do you ensure that in the pursuit of psychological safety, you don’t tip the scales too far and inadvertently create a counterproductive environment?

It’s a thought-provoking question, and one that invites us all to continually reflect, adapt, and strive for that ideal balance in our workplaces. And the one I will cover in more detail in my next article soon.

Until then — keep sailing.