“I Better Not Say Anything…”

Why Keeping Quiet Holds Teams Back – and How Trust Unlocks Performance

A meeting like any other. New savings targets. Tight budgets. A critical question is on everyone’s mind – but nobody dares to ask it. A colleague notices a mistake but doesn’t say anything because she’s afraid of being seen as difficult. Someone else has an idea that could improve the project, but decides not to share it. Maybe it’s a bit too bold…and when people are swamped with work, they put on a brave face so as not to be seen as “overwhelmed.”

Moments like these may seem minor – but they can lead to long-term problems. “People hold back when they’re afraid of showing weakness,” says organizational consultant Jonas Höhn. “Without a foundation of mutual trust, the entire team’s performance suffers. Problems are addressed later, and people don’t share honest feedback. “The fear of making mistakes stifles bold ideas.” To support its employees, this year LANXESS is focusing on mental and social well-being – and specifically on the topic of psychological safety – as part of its workplace health management program. In an interview with Xpress, the expert explains why this is about much more than just “group hugs.” 

Mr. Höhn, what does the term “psychological safety” mean – and why is this topic so relevant to LANXESS right now?
Psychological safety refers to an environment where people can speak openly – asking questions, voicing doubts, admitting mistakes, or offering different perspectives – without having to worry about negative consequences. In her research, Harvard professor Amy Edmondson, who coined the term, showed that high-performing teams are not distinguished by the fact that they make fewer mistakes – but instead by the fact that they address them sooner. This makes a crucial difference, especially in times of crisis. 

How does trust develop within teams – and what are the consequences when it’s lacking?
Whether someone feels safe, seen, and valued in their work environment depends on small, everyday moments. Can they finish what they’re saving without being interrupted? Are critical questions taken seriously? Can they say, “I didn’t understand that” without feeling embarrassed? And are mistakes treated as learning opportunities or as personal failures? 

When trust is lacking, people become more cautious and are essentially in a constant state of stress. Instead of looking for solutions, the focus suddenly shifts to simply not making any mistakes. The consequences are clear: decisions take longer, silos become more entrenched, and innovation stalls. Psychological safety is therefore not simply a luxury, but a fundamental precondition for teams to remain effective under pressure.

What specific things can people do personally to improve the situation?
Often, all it takes a concrete first step! Every team needs people who are willing to make the first move – and show that open and honest communication is desirable. When someone says, “I was wrong” or “I need help,” it sends a strong message: showing weakness doesn’t put me at risk here. Moments like this are contagious. Once one person opens up, others feel comfortable being honest as well. So just give it a try!

Given the current crisis, is it even possible to feel truly safe at all?

A relationship built on trust and openness can’t replace economic stability, of course – but it helps us cope with uncertainty. It creates an environment where people support one another and work together to find solutions. That is exactly what makes teams resilient.

Resilience doesn’t come from individual perseverance, but from mutual trust. Psychological safety doesn’t make crises any easier – but it does ensure that teams remain effective. And particularly in challenging times, that’s a clear competitive advantage!