Practical ways to foster psychological safety at work amid political and economic turbulence
Just a few years ago, it seemed like every company was investing in DEI. Belonging was a strategic priority, not just a talking point. But recently, we’ve seen a sharp shift. In the wake of political pushback and executive orders aimed at rolling back DEI efforts, many companies have quietly scaled down or even eliminated these initiatives altogether.
At PowerToFly, we’ve spent more than a decade working with organizations across industries, helping them build more inclusive and equitable workplaces. We’ve seen the ebbs and flows of how external pressures and changing leadership priorities can reshape internal culture. But one thing hasn’t changed: people still want to feel like they belong.
When that sense of belonging disappears, the impact is immediate. Teams go quiet. Ideas stall. Trust erodes. People from underrepresented backgrounds, particularly women, people of color, and disabled professionals, are often the first to feel that fallout. Those that remain begin to question whether it’s safe to show up fully or speak up at all.
Belonging in the workplace isn’t a luxury, it’s a foundation. When employees feel safe to contribute, ask questions, and share any concerns without fear of retaliation, they perform better, stay longer, and innovate more.
Regardless of political trends or economic uncertainty, creating a culture of belonging remains essential. It’s the foundation of building resilient, high-performing teams.
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What Is psychological safety in the workplace?
Psychological safety is the shared belief that it’s safe to take interpersonal risks at work — to ask questions, give feedback, admit mistakes, or challenge ideas — without the fear of being punished or sidelined. It’s not about avoiding disagreement or conflict, but rather about creating an environment where people feel respected and heard, even when conversations get tough.
When psychological safety is present, a team or workplace can foster a sense of belonging. Without it? Belonging quickly breaks down. People stay quiet, second-guess themselves, and disconnect from their work and from each other. That silence can stall innovation, slow down collaboration, and lead to higher turnover.
The good news is that psychological safety is easy to start implementing, and it doesn’t require a big budget or a formal program. It starts with leaders setting the tone — listening actively, staying open to feedback, and showing employees it’s okay to make mistakes. When people see that safety modeled, they start showing up more. And that’s where belonging begins.
The link between belonging and business performance
Belonging isn’t just about how people feel, it’s also about how well they work. When employees feel like they belong, they’re more likely to contribute, collaborate, and stick around (which affects the company bottom line, too!). They take ownership of their work. They bring forward new ideas. They’re more engaged and more resilient, even when things get stressful.
PowerToFly has seen this play out time and again across our work with clients. We regularly host events and roundtables with impact leaders to get a real-time pulse check on how belonging affects business performance. The correlation is clear: when people feel safe and supported, teams perform better.
A lack of belonging often shows up in subtle but costly ways: low employee engagement, high turnover, missed opportunities. People start to check out long before they hand in their notice. And the impact doesn’t hit individuals — it ripples through entire teams, slowing progress and weakening overall company culture.
So what’s the bottom line? A team that feels safe and connected will always outperform the one that’s walking on eggshells. Belonging is a competitive advantage, especially when resources are tight and stakes are high.
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7 ways to build belonging at work
You don’t need a massive overhaul to start building a culture belonging at work or on your team. Small, consistent actions that signal safety, trust, and respect is what will move the needle forward. Here are a few ways to begin:
1. Model vulnerability from the top. Transparency is appreciated. When leaders admit mistakes, ask questions, and show they don’t have all the answers, it gives everyone else permission to do the same.
2. Set clear communication norms. Clearly establish how your team shares feedback, asks for help, and disagrees. Clarity reduces anxiety and open communication creates consistency across teams.
3. Audit for equity in your systems. Take a hard look at hiring, promotion, and performance processes. Unspoken rules and favoritism erode trust fast.
4. Create intentional space for connection. Support the foundation of and participation in employee resource groups, peer mentorship, and/or make sure you’re doing regular team check-ins. These small moments can foster that sense of belonging.
5. Make meetings more inclusive. Share agendas ahead of time, rotate who speaks first, and offer ways to contribute asynchronously. Inclusion isn’t spontaneous. It’s designed.
6. Respond to harm. If bias or exclusion shows up, address it quickly and transparently. People notice how you handle hard moments more than easy ones.
7. Measure and listen regularly. Use pulse-check surveys and one-on-one meetings to understand how your team is doing. And once you have the feedback, act on it.
The moral of the story
If you’re leading a team right now, you’re navigating more pressure than ever. Market shifts, policy changes, talent retention…It's a lot. But here’s what we know from over a decade of working with forward-thinking companies: belonging isn’t just a “nice-to-have” when times are good. It’s a must-have, especially when things get hard.
The best leaders don’t wait for ideal conditions to invest in their people. They create the conditions. That means making space for honest dialogue, designing fair systems, and committing to cultures where psychological safety isn’t optional — it’s expected.
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