A HR Love Letter to CEOs, Founders, and Final Decision-Makers

Dear Leaders,

You are visionaries, builders of companies, architects of the future. Every day, you make decisions that shape industries, create opportunities, and drive progress. You carry the weight of responsibility of growth, success, and the well-being of those who rely on you.But today, I want to talk about something that is often overlooked, not because it lacks importance, but because it is invisible to those who do not experience it firsthand.

Just because you feel safe, doesn’t mean everyone else does.

Leadership comes maybe with a unique privilege, the privilege of freedom. The ability to speak your mind, make bold choices, take risks, and challenge the status quo without fear of consequences. But the higher you rise, maybe the safer you become, and the harder it is to see that not everyone in your organization shares that same sense of security. When employees hesitate to speak up, when concerns go unspoken, when brilliant ideas remain buried under hesitation, that is not a sign that all is well. It is a sign that psychological safety is missing. We all know this, but we do not act upon these signals.

Psychological safety is not a luxury; it is the foundation of innovation, engagement, and long-term success. It is not built overnight, nor is it achieved through words alone. It requires time, consistency, and discipline. More importantly, it requires the acknowledgment that it matters. That every individual in your organization deserves the same freedom you experience, to be themselves, to share their thoughts, and to contribute without fear.
Creating true psychological safety means leading with intentionality. It means fostering an environment where:
✔ Differences in opinion are valued,
✔ Speaking up is encouraged,
✔ Authenticity is welcomed,
✔ Leaders listen, not just hear.

This is not about making leadership "softer." It’s about making it stronger. An organization where people feel safe to challenge, question, and contribute is an organization that thrives.

So, dear leaders, I ask you this: Are you truly seeing your organization through the eyes of those who experience it differently than you do? Are you creating the conditions where everyone, not just you and your team, feels free to be themselves?

Because the greatest legacy you can leave behind is not just a successful company, but a culture where people feel seen, heard, and empowered.

If you’re unsure where to start, you’re not alone. Your HR team can support you in creating a culture of openness and trust. And if you need an external perspective, I’m here to help.

With respect and belief in your leadership,

Elbrich Batstra