Psychological Bravery > Psychological Safety

Psychological safety has been the dominant conversation in leadership for years, but it has its limits. Safety focuses on creating an environment where people feel comfortable taking risks, but it places all the responsibility on leaders to make employees feel secure. The reality is, leaders cannot guarantee safety in every situation—and when we overemphasize it, we risk creating cultures where people wait to feel safe instead of choosing to be brave.

This is where psychological bravery comes in. Bravery is personal. It is the choice to speak an uncomfortable truth, ask the naïve question, or admit when you were wrong—even when the environment feels uncertain. Accountability is the bridge: you cannot control whether your culture feels safe, but you can control whether you show courage. When organizations model, reward, and practice bravery, progress accelerates. Safety makes risk possible. Bravery makes progress inevitable.