I Thought Psychological Safety Looked the Same for Everyone

Working with more than 40 nationalities at Four Seasons has taught me otherwise.

Early in my leadership journey, I encouraged my team to speak up, challenge ideas, and openly share concerns. I believed that if people felt psychologically safe, they would naturally voice their opinions.

Some did.

Many didn't.

At first, I assumed it was a confidence issue.

Over time, I realized it was actually my assumption.

I had unconsciously defined psychological safety through my own cultural lens.

Leading in the Maldives taught me that for some team members, particularly those from cultures where hierarchy and respect for authority are deeply valued, speaking up isn't always the first expression of trust.

Sometimes trust looks like listening first.

Sometimes it looks like following through consistently.

Sometimes it develops quietly before it is ever spoken aloud.

That realization changed how I lead.

Instead of asking:

"Why aren't they speaking?"

I started asking:

"What does feeling safe look like for you?"

It reminded me that leadership across cultures isn't about expecting everyone to adapt to our definition of trust.

It's about becoming curious enough to understand theirs.

One of the biggest lessons from my MBA has been this:

Before changing a team, examine your own assumptions first.

I'd love to hear from other leaders.

What's one leadership assumption you've had to unlearn?