Following a necessary operational restructuring where we had to let go of a legacy executive, my remaining leadership team has gone into self-preservation mode, showing high status management behaviors and refusing to take risks. How do I rebuild psychological safety and get them to collaborate openly again?

Question

Tyler Smith · Accepted Answer

When a leadership team member is let go, the remaining leaders often feel a sudden loss of safety. They begin practicing status management, focusing on protecting their own departments, avoiding conflict, and keeping their heads down rather than collaborating or taking strategic risks.

To rebuild trust, you must actively demonstrate vulnerability and communicate with complete transparency. Start by addressing the elephant in the room during your next Level 10 Meeting™. Explain the operational reasons behind the restructuring and acknowledge the impact it has had on the team's morale.

Next, reinforce belonging cues to signal that their seats are secure. Let them know why they are on this team and how their unique strengths are critical to the company's future. This direct communication helps eliminate the silent anxiety that fuels self-preservation behaviors.

Finally, encourage the team to take risks by showing that mistakes are learning opportunities, not firing offenses. When things go wrong, focus on solving the issue through the IDS® process rather than assigning blame. By prioritizing personal connection and practicing transparency, you can lower their defenses and restore the collaborative, high-performing environment your business needs to succeed.