Why Great Leadership Begins With Psychological Safety — Not Perfect Solutions

Why Great Leadership Begins With Psychological Safety — Not Perfect Solutions 

I recently came across a thought-provoking piece in Harvard Business Review that made me stop and reflect. It was about a well-worn leadership mantra that many of us,  myself included — have used over the years: 

 “Don’t bring me problems, bring me solutions.” 

As a leadership coach, I’ve often advocated for this approach. It was intended to empower your team, cut through negativity, and encourage ownership. But the truth is, this phrase doesn’t always have the impact we think it does. In fact, it can do more harm than good, especially when it comes to building psychological safety in the workplace. 

The Leadership Risk of Shutting Down Problems 

Modern leadership isn’t about having all the answers — it’s about creating the conditions for your team to succeed. One of the most critical conditions is psychological safety. 

When leaders insist on hearing only solutions — and not the problems — we send an unintentional message: “Don’t come to me unless you’ve figured it out.” 

According to a 2023 Gallup study, only 30% of employees strongly agree that their opinions count at work. That’s a serious issue. When psychological safety is low, people stop raising concerns. Important problems remain hidden until they escalate, often when it’s too late to fix them easily. 

A Leadership Lesson I’ll Never Forget 

Early in my leadership career, I was all about being “solutions focused.” I thought it was empowering. However, one day, a team member said something I’ll never forget: 

“I didn’t raise it earlier because I didn’t know how to fix it.” 

Reading this Harvard Business Review commentary took me right back to this moment. I realised I’d created an environment where uncertainty felt like failure for them. They felt that bringing a problem without a solution wasn’t safe.  I just didn’t realise it at the time. 

Instead of empowerment, I’d created hesitation. 

Now these ideas have made me re-think my recommendations for leadership. Real leadership doesn’t demand perfection, but it should create safety, clarity, and growth. 

Facing Complexity in Leadership: Why Naming Problems Is a Bold First Step

How Leaders Can Promote Psychological Safety 

If you want a high-performing team that raises issues early, shares ideas freely, and works collaboratively to solve complex challenges, then you need to lead differently. Here’s how: 

1. Make It Safe to Speak Up 

Psychological safety is the foundation of a strong, adaptable team. As Professor Amy Edmondson of Harvard Business School explains, it’s “a belief that one will not be punished or humiliated for speaking up.” 

Your response to difficult news or ideas sets the tone. If you stay open, curious, and calm, your team will feel safe to come forward. Your reaction to problems teaches your team whether it’s safe to raise them. 

2. Ask for Clear Problem Statements, Not Complaints 

This one takes time, thought and consideration, however it’s a powerful leadership practice. Coach and guide your team to clearly explain what’s wrong. With your considered coaching you can guide them to stick to the facts, explore possible causes, and reflect on roles. Help them separate emotion from analysis, without the pressure of coming up with a fully formed solution. 

You’ll love this approach because it not only boosts psychological safety, it also creates better visibility for you as a leader. It gives you the insight and context needed to make informed, strategic decisions. Knowledge and agile learning are shared. It also improves accountability. 

Psychological Safety in Leadership: Why Safe Teams Perform Better

3. Coach, Don’t Abandon 

Leadership isn’t about fixing everything yourself.  It’s not about throwing problems back to your team either. Sometimes, the best thing you can do is guide them toward their next step. Ask questions. Offer frameworks. Connect them with others. 

This approach builds both capability and confidence.  These are essential traits in a resilient, high-functioning team. 

4. Lead With Curiosity, Not Criticism

I’ve never thought of it like this before: here’s the mindset shift: Instead of saying, “Don’t bring me problems,” try asking, “What’s going on — and how can I support you in addressing it?” 

You can change your leadership away from “no problems allowed” with a subtle but powerful reframe. It moves away from passive-aggressive problem dumping and toward psychologically safe, curious, explorative and collaborative problem-solving. 

The Real Work of Leadership 

When your team feels seen, supported, and safe they show up differently. They speak up. They ask better questions. They surface challenges before they escalate. 

That’s what great leadership is all about: 
Building trust 
Generating psychological safety 
Coaching others toward clarity, not perfection 

So, like me, are you going to retire the old saying and embrace a better one: 

“Let’s work through this — together.” 

Lead With Curiosity: A Smarter Leadership Strategy Than Criticism

TL;DR – Leading with Psychological Safety 

Do: 

  • Create psychological safety by making it safe to speak up without fear of blame or judgment. 
  • Ask for problem statements — not complaints or solutions. Encourage clarity and exploration. 
  • Coach and guide your team through challenges instead of expecting them to have all the answers. 
  • Listen with curiosity, not just to respond — but to truly understand. 
  • Model vulnerability by acknowledging when you don’t have all the answers either. 
  • Reward learning and collaboration, not just outcomes. 

Don’t: 

  • Say “Don’t bring me problems” — it shuts down communication and innovation. 
  •  Assume silence means everything’s fine — it often means the opposite. 
  •  React with frustration or defensiveness when someone raises a challenge. 
  •  Leave team members to sink or swim — growth needs guidance. 
  •  Confuse solution-focused with solution-forced. Not every problem has an immediate fix. 
  •  Undervalue the role of trust and emotional safety in high-performance teams. 

🔹 Want to lead a team that speaks up, steps up, and thrives?

Creating psychological safety isn’t just a skill — it’s a leadership superpower. The way you respond to challenges, feedback, and uncertainty shapes the culture around you.

Take our 5-question quiz to discover how your strengths support (or sabotage) trust, safety, and resilience in your team.

👉 Take the quiz here

Ready to take it a step further?
📅 Book a strategy session with Barbara to explore personalized ways to strengthen your team’s trust and resilience.

Because real leadership isn’t about having all the answers — it’s about making it safe to ask better questions.

Workpalce Superpower
Coaching
TRAINING

How well do you roll with the punches?

Discover how you score against key resilience indicators and increase your ability to minimise stress, maximise time, live well and roll with the punches.


 

How it works:

  • Answer 25 simple questions
  • Generate results instantly
  • Receive feedback to enhance your score
Listen to Podcast Here:

About the Author

Barbara Clifford - The Hinwood Institute
Barbara Clifford (The Time Tamer) is a co-founder of The Hinwood Institute. She is the lead trainer and coach in Time Management. She is a recognized leader in Stress Management. An experienced coach, speaker, columnist and facilitator, Barbara’s work with The Hinwood Institute assists people to unclutter mess, make order from chaos, and swap the shackles of overwhelming for freedom. Barbara’s clients move from the relentless hamster wheel to waking inspired, motivated, making decisions with purpose and achieving peak performance. She lives in the desert of Alice Springs, Australia working with people around the country. Her professional experience has included contracts with small business, Not For Profits, Aboriginal Organisations, Media, Marketing, Aged Care, Universities, Health Services and Cruise Ships