Psychological Safety in Hybrid Teams: Creating an Inclusive Culture in a Blended Work Environment

By Stavy Papasotiriou, Organizational Psychologist and founder of Work Unlocked.

The workplace landscape has been permanently transformed by the rise of hybrid teams—a blend of remote and in-office employees working together towards common goals. While hybrid work offers flexibility and a range of benefits, it also presents unique challenges, particularly when it comes to fostering psychological safety.

Psychological safety—the belief that one can speak up, take risks, and be authentic without fear of negative consequences—is crucial for team performance, creativity, and overall well-being. In a hybrid environment, where some employees are physically present and others are remote, creating and maintaining this sense of safety can be tricky but is more important than ever.

UNDERSTANDING Psychological saftey in hybrid teams

Psychological safety is the foundation of trust and collaboration in any team. When employees feel psychologically safe, they are more likely to share ideas, admit mistakes, and ask for help, which leads to better decision-making, innovation, and stronger team dynamics.

In hybrid teams, the potential for inclusion gaps—where remote employees feel less seen, heard, or valued than their in-office counterparts—can undermine psychological safety. These gaps can manifest in several ways, such as unequal access to information, a lack of informal communication, or unconscious bias favouring those who are physically present.

THE CHALLENGES OF PSYCHOLOGICAL SAFETY IN HYBRID TEAMS

1. Communication Barriers: In hybrid teams, communication can easily become fragmented. Remote employees might miss out on spontaneous conversations or impromptu brainstorming sessions that happen in the office. Over time, this can lead to feelings of isolation and a sense that their contributions are less valued.
2. Unequal Opportunities for Visibility: Those who work in the office may have more opportunities to build relationships with leadership and colleagues, simply due to their physical presence. This can lead to remote employees feeling overlooked or underappreciated, impacting their sense of belonging and safety.
3. Bias Towards In-Person Interactions: There can be an unconscious bias that favours in-person interactions over virtual ones. Leaders and team members might unknowingly give more weight to ideas or feedback shared face-to-face, creating an imbalance in how contributions are perceived and valued.
4. Lack of Trust in Remote Work: In some hybrid teams, there may be a lingering skepticism about the productivity and commitment of remote workers. This lack of trust can erode psychological safety, as remote employees may feel they need to constantly prove their worth.

BUILDING PSYCHOLOGICAL SAFETY IN HYBRID TEAMS: KEY STRATEGIES

So, how can leaders foster psychological safety in a hybrid work environment? Here are some practical strategies to create a culture where every team member feels included, valued, and empowered to contribute:

1. Promote Inclusive Communication Practices
   The first step to emotional agility is simply recognising and naming your emotions. Whether you're feeling anxious, frustrated, or excited, acknowledging these feelings without judgment helps you understand them better. This self-awareness is crucial for managing your reactions in a healthy way.
2. Be Intentional About Inclusivity
   As a leader, make a conscious effort to include remote employees in both formal and informal interactions. This could mean scheduling virtual “watercooler” chats, rotating meeting times to accommodate different time zones, or explicitly inviting remote team members to share their thoughts in meetings.
3. Level the Playing Field
   During meetings, especially those with both in-person and remote participants, ensure that everyone has an equal opportunity to speak. Use techniques like “round-robin” sharing, where each team member is given a turn to contribute, or assign a facilitator to ensure that remote voices are heard and acknowledged.
4. Foster Trust Through Transparency
   Build trust by being transparent about decisions, processes, and expectations. Share information openly, and make it clear that remote work is valued equally to in-office work. Trust remote employees to manage their time and tasks, and focus on outcomes rather than micromanaging their daily activities.
5. Encourage Risk-Taking and Learning
   Create a culture where experimentation and learning from mistakes are encouraged. Celebrate both successes and failures as opportunities for growth. When team members feel safe to take risks without fear of blame, they’re more likely to innovate and contribute their best ideas.
6. Provide Equal Access to Development Opportunities
   Ensure that all employees, regardless of their work location, have access to professional development opportunities. This includes training, mentorship, and pathways to advancement. Recognise and reward contributions from all team members, not just those who are more visible in the office.
   
   

LEADING BY EXAMPLE: THE ROLE OF LEADERSHIP IN PSYCHOLOGICAL SAFETY

As a leader, your actions set the tone for psychological safety in your hybrid team. Demonstrate empathy, actively listen to your team members, and be mindful of the unique challenges that remote employees may face. Regularly check in with your team, both individually and as a group, to gauge how they’re feeling and address any concerns.

Also, be willing to show vulnerability. Admit when you don’t have all the answers or when something hasn’t gone as planned. This openness fosters a culture where team members feel comfortable doing the same, which is essential for building psychological safety.

CONCLUSION

Creating psychological safety in a hybrid team is not just about bridging the physical distance between remote and in-office employees—it’s about fostering a culture of inclusion, trust, and mutual respect. When every team member feels safe to express themselves, take risks, and share ideas, the entire team thrives. By being intentional in your leadership and inclusive in your practices, you can build a hybrid team that is not only productive but also deeply connected, engaged, and resilient.