Creating psychological safety isn't just nice-to-have leadership fluff. It's the foundation that determines whether your team will trust you enough to share when they're struggling, or whether they'll suffer in silence until things get really bad.

If you're a manager wondering how to build that trust, you're already asking the right question. The fact that you want your team to feel safe opening up about mental health challenges shows you understand that good leadership goes beyond hitting deadlines and managing budgets.

This question was answered by Tarra van Amerongen – Head of Design, Jira Platform at Atlassian, with extensive experience in design leadership and team management – and Sharon Draper – Psychologist with 13 years of experience supporting people's mental health and wellbeing. Rebecca Jones-Bateman served as host, bringing her expertise as Head of Community and Growth at Never Not Creative.

Start with yourself: vulnerability breeds vulnerability

The most powerful thing you can do as a manager is show your own humanity. Tarra puts it perfectly: "Being authentic and real yourself and showing your vulnerability" makes all the difference.

This doesn't mean oversharing or making your team your therapist. It means acknowledging when things don't go to plan. As Tarra explains: "I talk to my team and I acknowledge when I stuff up. I'm just like 'that didn't go well and I'm really sorry about it' and I'm okay to hold space for that conversation about what I can do differently."

Sharon reinforces this point: "When we show vulnerability, that's when somebody else will feel a little bit safer to show vulnerability themselves." It's simple psychology – people mirror what they see modelled.

Pay attention to the informal moments

Some of the most important conversations happen outside formal one-to-ones. Tarra notes: "The most important meetings are when I'm leaving the office and someone's like 'have you just got a minute'."

These moments require you to shift gears completely. Instead of thinking about your train or your next meeting, recognise that "this person waited the whole day to reach out to me or something kind of out of schedule because there's something that's important for them."

Protect the space you're trying to create

Creating psychological safety isn't just about what you do – it's about what you don't allow. Tarra emphasises: "You need to call out when others are not making that space safe. When people are judgmental or comment and harm that safety, you need to protect it."

This means stepping in when team members are dismissive of others' struggles, or when someone makes mental health feel like a weakness rather than a normal part of being human.

Adapt your approach to each person

Not everyone feels comfortable opening up in the same way. Think about whether a conversation should happen "in a formal office setting or outside of the office," suggests Tarra. Some people need the structure of a scheduled check-in, others need the casualness of a coffee walk.

Sharon adds: "Everybody needs different things, so trying to understand what sort of environment would be suited... maybe asking them, you know, what would you prefer when you're talking about something more vulnerable."

Celebrate effort, not just outcomes

Right now, simply getting through the day can be an achievement. Tarra reminds us: "Sometimes just surviving a circumstance deserves a massive call out and wins not just when everything is going your way."

This shift in perspective – from only celebrating perfect results to acknowledging the effort it takes to keep going – can make team members feel seen and supported rather than judged.

Consider anonymous channels as backup

Even with the best intentions, you might miss signals that someone is struggling. Tarra mentions using anonymous surveys "for team members to say how they're doing and provide feedback." While direct communication is always preferable, these channels can catch what you might have missed.

Remember: it's about showing up consistently

Creating a safe space for your team to speak up about mental health isn't a one-time conversation or policy announcement. It's about consistently showing up as someone who listens without immediately trying to fix, who acknowledges their own imperfections, and who treats mental health as a normal part of workplace wellbeing.

Your team is watching how you respond to vulnerability – both your own and others'. Make sure what they see encourages them to trust you with theirs.

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