This is the second article in an eight-part series titled “Building Psychological Safety through Effective Communication”. In this series, we’re exploring the unspoken ways communication shapes how safe or unsafe people feel to bring their whole selves to work.
In the first article, we explored the inner narratives that hold people back - fear of judgment, exclusion or simply being seen as ‘wrong’, and how these fears often stay unspoken. Our aim was to show that people only speak freely when they know their identity is safe, no matter what they say. Today, we’ll look at how words are never just words; they’re the emotional blueprint of the culture we co-create.
Consider the difference between a manager who says, “Can I give you some feedback?” and one who asks, “Can we explore how this could be even better?” One frames feedback as a potential threat, the other as a shared curiosity. It’s a small shift, but it speaks volumes about the culture.
“The limits of my language are the limits of my world.” – Ludwig Wittgenstein
Words become the emotional blueprint of our workplaces. If the language of blame “Who dropped the ball?” echoes in every meeting, people learn to protect themselves. If the language of possibility, “What might we learn from this?”, is more common, people are more likely to experiment and grow.
Words don’t just fill the air—they reveal what’s alive in us and around us. Every phrase, every gesture, and every choice of tone tells a story about who we are and what we value as a team. In many ways, communication is the most honest mirror we have.
Albert Mehrabian, a psychology professor at the University of California, found that when conveying feelings or attitudes, words account for just 7% of the message, while tone (38%) and body language (55%) do most of the talking (
Mehrabian’s 7-38-55 Communication Model). Imagine a team leader saying, “I’m fine with it,” while crossing their arms and avoiding eye contact. The words are neutral; the message is not!
Tone and framing shape what Edgar Schein, an influential organizational psychologist, described as the “emotional climate” of a team. Think of it this way: when the emotional climate is tense, people tiptoe around each other, careful not to say the wrong thing. But when the atmosphere is warm and inviting, people lean in, share more openly, and actually want to engage.
For instance, during a brainstorming session, a colleague said, “Let’s build on each other’s ideas, no matter how wild they might sound at first.” That simple reframe turned what could have been a silent, tense session into a creative, energetic exchange where laughter and excitement filled the room.
These small acts—asking open-ended questions, showing curiosity, and making it safe to be imperfect—change everything. Like when a manager responds to a mistake with, “That’s a good learning—what would you try differently next time?” instead of silence or criticism. It signals safety. It shows that the conversation is about growth, not judgment. These moments remind us that the words we choose and the tone we use set the stage for real connection.
Microaggressions: The Small Cuts that Hurt
Seemingly harmless jabs or dismissive comments like calling a woman in a leadership role “aggressive” or telling a working mother, “Who’s taking care of your kids while you’re working?” might appear trivial to some. Unpleasant comments on a colleague’s curly hair or touching it without permission can also feel intrusive and demeaning. But they can leave lasting marks.
In today’s increasingly diverse workplaces, these microaggressions send a subtle but clear message: “You’re an outsider here.” This eats away at trust and chips at the sense of belonging that’s crucial for psychological safety.
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2022 report by Deloitte on inclusion in Indian workplaces highlighted that nearly 52% of employees have witnessed or experienced microaggressions at work. These figures tell us that while our workplaces are evolving, small slights still add up — and they’re everyone’s responsibility to address.
Microaggressions aren’t just isolated sparks; they’re glimpses of the fire smoldering beneath. Each one of us has a hand in noticing and naming these moments, because they’re signposts for the culture we’re weaving together. And while we’re all responsible for calling them out, it’s managers and leaders who can turn that observation into feedback, guiding how we learn, heal, and grow as a team. For example, when a team member pointed out that a colleague constantly interrupted women during meetings, the manager didn’t brush it off. Instead, they brought it up respectfully in a one-on-one, followed by a team-wide conversation about inclusive communication. That moment didn’t just address the behavior—it set a new tone for what the team would no longer ignore.
It begins with acknowledging when these microaggressions happen and encouraging honest dialogue. Creating safe spaces to discuss these issues, offering cultural sensitivity training, and leading by example are key next steps.
Even small actions like linking these incidents to the broader team culture can help mend relationships and foster a more inclusive environment. Imagine a senior manager noticing that team members from certain backgrounds were consistently left out of high-visibility projects. Instead of quietly correcting it behind the scenes, they brought it up in a team meeting—not to blame, but to spark awareness. They shared how inclusion isn’t just about fairness; it’s about making sure everyone’s voice shapes the team’s story. That one moment of honesty set off a ripple effect—people began reflecting, speaking up, and stepping up for one another.
A Fresh Start: How One Phrase Changed Everything
I once worked with a team that had a habit of kicking off every meeting with the same half-joking phrase: “Let’s get this over with.” It didn’t seem like much at the time, but it set a tone that was hard to ignore. Conversations stayed surface-level and safe, and no one felt like sharing more than they absolutely had to.
Then one day, the team leader started the meeting with a new opener: “I’m curious to hear everyone’s perspective.” Just that simple change completely shifted the atmosphere. People leaned in. They spoke up. They listened with genuine interest. And, slowly but surely, trust started to grow.
Words don’t just describe reality; they create it. When leaders use language that says, “Your ideas matter,” or “It’s safe to be human here,” it becomes truer with every interaction.
Just as importantly, language can reveal where culture isn’t living up to its promises. If you’re constantly saying, “We’re a family here,” but people feel they must hide their real thoughts, that’s a signpost worth noticing.
Picture the unspoken soundtrack of your team, remember every pause, every phrase, every unsaid word.
Now, let’s turn that mirror inward:
What silent codes do you transmit—through your words, your tone, the weight of your silences?
What might shift if you replaced habitual phrases with ones that invite, not shut down?
Imagine the ripple effect of changing just one word like swapping “but” for “and” or “should” for “might” and how that small pivot could transform the climate of trust you’re building.
So, here’s a question for you: What will you choose to change today?
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