Psychological Safety Training for Leaders
Methodology developed with Professor Anne Lytle (Cornell, Kellogg PhD, Monash Business School)
- 4,400+ descriptions of team culture — current vs aspirational
- 3,355 leaders naming behaviours they wouldn't want replicated
- 885 reflections on what kills accountability
- 88-93% completion rate (industry avg: 3-15%)
- Recognised by AACSB's Innovations That Inspire
What Leaders Actually Say About Their Teams
We ask emerging leaders to describe their team culture in a few words.
The responses split into two categories: how teams actually work, and how leaders wish they worked.
The reality: "fractured," "cliques," "gossip," "segregation," "separately," "individually," "competitive," "not safe environment"
The aspiration: "honest," "transparent," "non-judgemental," "trust and respect," "safe to speak up"
One leader captured it perfectly:
Good accountability in getting the job done but very low trust between team members.
— Leader describing their team
That's the gap our training closes.
Who This Is For
- Emerging leaders managing teams for the first time
- Team leaders dealing with low trust, poor feedback culture, or conflict avoidance
- L&D and HR building leadership capability across the organisation
- Senior leaders who want psychological safety embedded in culture, not just talked about
Not for: Organisations looking for a one-day workshop. We build behaviour change over 6-9 months.
What Leaders Work On
The psychological safety training sits within our Emerging Leaders Program — a 6 or 9-month cohort-based experience.
Two structured Journeys:
Team Building Basics
- Psychological safety and mutual appreciation
- Personality, conflict, and defense styles
- Team Code of Conduct creation
- Delegation and decision-making
Build Team Culture
- Current culture assessment (where are you now vs where do you want to be)
- Accountability conversations
- Trust-building behaviours
- Culture improvement action plans
How it runs:
- 10 minutes/day of practice with real teams
- Monthly live sessions with an experienced mentor
- Peer cohort of 15-25 leaders facing similar challenges
What Makes This Different
We Know What Breaks Psychological Safety
We asked 3,355 leaders to name behaviours they wouldn't want their team to replicate.
The patterns are clear:
Emotional dysregulation
"Defensiveness when provided with constructive criticism""Short temper""Frustration/anger over matters that aren't a big deal"
Shutting people out
"Being dismissive of a team member""Working in isolation""Trying to limit time to discuss things with me openly"
Gossip and blame
"Gossiping and talking negative about someone else's performance""Blamed another department"
Modelling unsustainable work
"Leaving phone on and responding to emails after hours""Not having a lunch break. Working too many hours"
This isn't theory. It's what real leaders admit to doing — and what they want to stop.
We Know What Kills Accountability
From 885 reflections on times leaders didn't feel accountable:
"I wasn't involved in the why""Decisions were made without consideration""It becomes demoralising very quickly... almost as though you are being set up to fail""Without feedback from your manager, it is easy to get lost"
Low accountability isn't a character flaw. It's a safety and clarity problem. Our training addresses both.
Completion Rates That Actually Mean Something
Metric
Industry Average
Leda
Our methodology was co-developed with Professor Anne Lytle — 30 years teaching leadership at Kellogg, Melbourne Business School, and Monash. Background in neurobiology (Cornell) and organisational behaviour (Kellogg PhD).
Recognised by AACSB's Innovations That Inspire — the global standard-setting body for business education.
Clients
Regulatory Context
As of December 2025, Victorian employers have legal duties around psychological health. The regulations explicitly state training alone isn't sufficient — organisations must address work design, systems, and management practices.
Our program supports this by building sustained capability in leaders, not one-off awareness.
Read About Psychological Safety Legislation in Australia →
Questions
How long is the program? 6 or 9 months. The psychological safety training spans two Journeys within the broader Emerging Leaders Program.
What's the time commitment? About 10 minutes a day plus monthly 90-minute mentor sessions. Leaders apply what they learn to real work — it's not time away from their teams.
Can we run this for our whole leadership cohort? Yes. We typically run 15-25 leaders per cohort, which creates shared language and peer accountability.
How is this different from a workshop? Workshops create awareness. We build habits over months. The 88-93% completion rate reflects genuine engagement, not just attendance.
What if someone falls behind? Activities are short and flexible. Mentors check in. The cohort creates accountability without pressure.
Get Started
- We recommend a program configuration
- Leaders start daily practice with mentor support
Most organisations start with a pilot cohort, then expand.
Request a Program Walkthrough →
150+ Companies. 450+ Programs. 14,000+ Leader Reflections.
We've been building leadership capability for 10 years. Our data shows what works.
Let's talk about your team.