Working in agriculture — especially hay and forage production — requires long, demanding hours and is heavily reliant on coordination, teamwork, and adaptability. Field teams operate under intense pressure, navigating unpredictable weather conditions and responding to constantly shifting market demands.

Research consistently highlights psychological safety as a critical factor in team success. Therefore, farm managers and supervisors must understand the concept of psychological safety, why it matters, and how to implement its four key stages to cultivate strong, high-performing operations.

By prioritizing these four stages, leaders can foster resilience, drive innovation, and enhance overall performance — essential qualities for a thriving farm business.

The concept of psychological safety is not new. In fact, it began gaining attention in the 1960s and can be traced back to early studies in organizational behavior. In 1999 Harvard professor Amy Edmondson found that teams with higher levels of psychological safety were more likely to learn from mistakes and ultimately perform better.

In the book titled “The 4 Stages of Psychological Safety,” author Timothy R. Clark defines the concept as “A condition in which an individual feels included, safe to learn, safe to contribute, and safe to challenge the status quo — all without fear of being embarrassed, marginalized, or punished in some way.”

Psychological safety plays a vital role in team success. It encourages collaboration, supports continuous learning, drives innovation, and enhances productivity and workplace safety, all within a secure and inclusive environment.

Everyone plays a role

As leaders, it’s essential to recognize that every team member — regardless of their background — seeks to feel valued, included, and accepted. Creating a sense of belonging is not just a moral responsibility; it’s a leadership imperative.

You can have a diverse team, but without true inclusion, those differences won’t translate into better outcomes. Psychological safety ensures that diverse perspectives are not only tolerated but genuinely valued.

One key indicator of effective leadership is employee turnover. When exclusion is tolerated, it can lead to low morale, disengagement, and ultimately higher turnover. Inclusive leadership is critical for retaining talent and maintaining a motivated, productive workforce.

Use the onboarding process as a powerful tool to foster inclusion by:

• Introducing new team members to others in a way that makes them feel seen and welcomed.

• Emphasizing that every voice is valued, regardless of role or background.

• Sharing clear expectations around respectful communication, active listening, and collaboration.

When people feel like they truly belong, they are more likely to contribute, grow, and thrive within the team.

Learning opportunities

Humans are naturally curious and wired to learn new things. However, in the workplace, this fundamental need is often overlooked. Even well-intentioned managers may cite a lack of time as a reason for not prioritizing training and development.

In my experience working with dairy industry teams in Wisconsin, I would often ask team members what new things they were interested in learning. I was consistently surprised by the variety and enthusiasm behind their responses. People are eager to grow — they just need the opportunity and encouragement.

To foster a culture of continuous learning, leaders must address one of the biggest barriers: the fear of failure. Many employees hesitate to try new things because they doubt their abilities or fear being judged. It’s the leader’s role to build confidence, show belief in their team’s potential, and remind them that most limitations are mental.

Patience is essential to any effective learning process. People absorb information at different speeds and in different ways. While some may grasp new concepts through verbal explanations, others — particularly kinesthetic learners — thrive through hands-on experiences, physical interactions, and active participation. Recognizing these differences allows leaders to adapt their teaching approaches to meet diverse learning needs.

Equally important is how mistakes are handled. Errors are a natural and necessary part of learning. Rather than assigning blame, use mistakes as opportunities for growth. When missteps are framed as valuable learning moments, it cultivates a culture of trust, resilience, and continuous improvement.

Regardless of their role, every employee should have access to regular training sessions — both to sharpen their existing skills and to explore new areas of growth. Even informal education opportunities can boost morale and engagement.

When holding team meetings, set aside time to teach something new. It could be related to your operation, your industry, or a specific technique that helps employees improve their performance on your farm. Once employees feel included and have been given opportunities to learn, the next step is enabling them to perform and contribute meaningfully to the team.

Hear every voice

When someone is part of a team, they want their voice to be heard. They want to create value and perform without fear of judgment or retaliation. Contributor safety is about making sure individuals feel safe and supported as they offer ideas, take initiative, and bring their unique skills to the table.

To foster this stage, leaders must be intentional about listening more and speaking less. While not every idea can be implemented, it’s important to let your team know that every contribution will be genuinely considered. Feeling heard is just as important as being right.

Strong leaders and coaches understand timing and readiness. Their role is to assess when a team member is ready to step up and to ensure they’re well equipped before entering the arena. That means providing adequate training, resources, and encouragement so individuals can confidently take action.

Contributor safety builds on the earlier stages by creating an environment in which team members are empowered to share their knowledge and ideas. It fosters a sense of ownership where input is valued and respected.

A key component of this phase is autonomy, which should be granted based on demonstrated consistency and readiness. When employees are trusted to contribute, it leads to greater engagement, motivation, and accountability.

People are more likely to feel invested in the team’s goals when they know their contributions matter and have a voice in the decision-making process.

Push the boundaries

Challenger safety represents the highest level of psychological safety. At this stage, individuals feel secure enough to challenge the status quo, share honest opinions, and propose new ideas without the fear of punishment, ridicule, or negative consequences. This level of safety is essential for fostering innovation, encouraging continuous improvement, and creating a culture where healthy debate is welcomed.

According to Clark, this stage grants individuals permission to challenge the status quo in good faith. In other words, team members can speak candidly and directly, as long as their intent is to improve the team, process, or outcome.

To foster this environment, leaders must set clear ground rules, respect differing viewpoints, embrace all questions, and leave egos at the door when exploring new ways of doing things. It’s equally important to ensure that every team member has the freedom to disagree constructively and that dissenting voices are not dismissed or penalized History has shown us the dangers of suppressing this kind of openness. Major disasters in banking, aerospace, and nuclear energy industries could have been prevented if employees had felt safe to speak up and challenge flaws.

As a leader, it’s critical to actively encourage this mindset, question outdated methods, and welcome respectful disagreement from your team. By doing so, you create a culture of innovation. When challenger safety is absent, silence prevails. Instead, promote open discussions where candor is not only accepted but expected.

In summary, clearly communicate your vision, goals, and expectations. Create a culture of continuous learning and an environment where every voice is heard, respected, and valued. Embrace new ideas, opinions, and feedback. Implement these behaviors consistently to cultivate psychological safety in your operation.

This article appeared in the July 2025 issue of Hay & Forage Grower on page 28-29.

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