In an industry often characterized by high turnover and burnout, Kin, a Boise-based restaurant, is turning heads with its revolutionary approach to workplace culture. Co-owned by Kris Komori and Remi McManus, Kin has reimagined the traditional restaurant model by placing employee well-being at the forefront.

A Collaborative Culinary Experience

At Kin, the hierarchy is flattened. Every full-time employee receives a salaried position with benefits, including paid time off and health insurance. The team collaborates on creating tasting menus, allowing staff to contribute creatively and gain valuable skills. This collective approach not only empowers employees but also fosters a sense of ownership and pride in their work.

The Results Speak Volumes

Since implementing this people-first model, Kin has experienced high employee retention, strong customer loyalty, and critical acclaim, including a James Beard Award and national recognition from Food & Wine magazine. By investing in their team’s well-being, Kin has cultivated a sustainable and thriving workplace culture.

A Model for Other Industries

Kin’s success story serves as an inspiration beyond the restaurant industry. It demonstrates that prioritizing employee well-being and fostering a collaborative environment can lead to exceptional outcomes. As workplaces across various sectors seek to improve organizational culture, Kin’s approach offers valuable insights into building a more inclusive and supportive work environment.

Organizational culture has always been a major driver of employee engagement, performance, and retention. But in today’s workplace—where change happens faster than ever and innovation is a necessity—one cultural element is becoming absolutely critical: psychological safety.

When employees feel safe to speak up, share ideas, and even make mistakes without fear of punishment, organizations see measurable improvements in collaboration, creativity, and problem-solving. On the flip side, a lack of psychological safety can stifle innovation, encourage groupthink, and quietly drive away top talent.

So, what exactly is psychological safety, and why should every organization make it a priority?

What Is Psychological Safety?

Psychological safety, a term popularized by Harvard professor Amy Edmondson, refers to a shared belief that it’s safe to take interpersonal risks at work. In simple terms, it means employees feel secure enough to express opinions, ask questions, report mistakes, and offer new ideas without fear of embarrassment, punishment, or retaliation.

It’s not about lowering standards or tolerating underperformance. It’s about creating an environment where people can do their best work without constantly looking over their shoulder.

Why Psychological Safety Matters

Research consistently shows that teams with high levels of psychological safety are:

• More innovative – People are more likely to suggest creative solutions.

• More productive – Teams can move faster without the drag of fear-based hesitation.

• More resilient – Organizations recover from setbacks more quickly when people aren’t afraid to point out issues early.

• More inclusive – Diverse voices feel empowered to contribute fully, not just conform to the majority.

A 2015 Google study called “Project Aristotle” found that psychological safety was the number one factor distinguishing high-performing teams from the rest.

In short: psychological safety isn’t just a “nice to have”—it’s a business advantage.

Building Psychological Safety: What Organizations Can Do

Here are practical ways companies can cultivate a more psychologically safe culture:

1. Encourage Open Communication Leaders should model transparency by openly discussing mistakes, asking for feedback, and celebrating learning moments—not just successes.

2. Reward Curiosity, Not Just Results Recognize and reward employees who ask thoughtful questions, challenge assumptions, and suggest new ideas, even if the ideas don’t always work out.

3. Establish Clear Norms Set team agreements about how meetings are run, how feedback is given, and how disagreements are handled. This creates predictability and lowers anxiety.

4. Train Leaders in Inclusive Management Managers have the greatest impact on team psychological safety. Invest in leadership training that teaches how to actively listen, acknowledge concerns, and foster participation from everyone.

5. Act on Feedback Nothing destroys trust faster than ignoring employee feedback. If employees see that speaking up leads to real change (even small change), trust will deepen over time.

Conclusion

Organizational culture isn’t built overnight. But prioritizing psychological safety can accelerate the journey toward a workplace where people feel valued, heard, and empowered to do their best work.

In a world that demands innovation, resilience, and agility, creating a culture of psychological safety isn’t just good leadership—it’s a strategic imperative.

We’ve all been in meetings where no one speaks up. Not because they have nothing to say, but because they don’t feel safe saying it. That’s the quiet damage caused by a lack of psychological safety—and it’s hurting more teams than we realize.

In 2025, companies that thrive are the ones where people feel heard, valued, and safe to speak up. But creating that kind of culture doesn’t happen by accident. It takes real leadership.

So, what is psychological safety?

At its core, psychological safety means people feel comfortable being themselves at work. They’re not afraid to ask questions, share ideas, or admit mistakes—because they know they won’t be punished or judged for it.

It doesn’t mean a free-for-all or avoiding accountability. It means creating a space where honesty, feedback, and creativity can actually breathe.

Why it matters now more than ever

Teams with high psychological safety are more innovative, productive, and resilient. Why? Because people bring their full selves to the table. They’re not wasting energy pretending or hiding. They’re focused on solving problems and moving forward—together.

In today’s fast-paced, high-pressure environments, that kind of trust isn’t a luxury. It’s a must-have.

Here’s how leaders can start building it:

• Model vulnerability. Share your own lessons and mistakes. It shows others that it’s okay to not be perfect.

• Listen more than you speak. When people talk, listen to understand—not just to respond.

• Reward honesty. Celebrate the team member who speaks up about a problem—not just the one who fixes it.

• Make feedback safe. Set clear expectations that feedback is about growth, not blame.

Final Thoughts:

If you want a team that’s engaged, creative, and willing to go the extra mile—you can’t lead with fear. You have to lead with trust.

Psychological safety is not a feel-good trend. It’s the foundation of healthy organizational culture. And in 2025, it’s what separates good leaders from great ones.

Start with one question at your next team meeting:
“What’s one thing we could do better—and how can I support that change?”

You’ll be surprised at what opens up when people feel safe enough to answer.