Too hot? Let’s Keep things Safe.

Yesterday, I was sitting at midday, multi-tasking. Whilst I finalised some client content on creating psychological safety, I was also staring at the weather forecast. I was supposed to coach a running group after work, and it was going to be 32 degrees by 6pm. That's not just warm, that's properly hot for an evening run.

As I weighed up the options (adapt the session? change the route? different time?), I kept coming back to one question: what's the safest thing to do? And then I looked at my content and saw the parallels!

When I considered the two things together – working out the best, most safe thing to do as a run leader, reminded me about leadership more broadly.

The Parallels Between Heat Safety and Psychological Safety

Both are about staying alert, tuning into others, and making it OK to slow down, speak up, or change course. So, I've put the two side by side. Here's what workplace safety and hot-weather safety have in common:

1. Own your mistakes

• At work: Admitting when you get something wrong shows others it's OK to do the same. It builds trust and honesty.

• In the heat: If you've misjudged the conditions or pushed too hard, say so early. It's better to course-correct than push through.

2. Listen without interrupting

• At work: Give people space to speak. It shows respect and helps others feel heard.

• In the heat: Tune in to your body and others around you. Don't override subtle signals like dizziness or fatigue.

3. Say thank you when people speak up

• At work: Appreciate the courage it takes to raise concerns or share a new idea.

• In the heat: If someone says, "Let's slow down" or "This doesn't feel safe," thank them for looking out for the group.

4. Ask for input – and mean it

• At work: Actively seek out views from all voices, not just the confident ones.

• In the heat: Ask everyone how they're coping. Especially those who might not speak up naturally.

5. Explain the 'why' behind decisions

• At work: When people understand the reasoning behind a decision, they're more likely to trust it.

• In the heat: If you need to change the plan, explain it's about keeping people safe. It reassures and builds trust.

6. Make it OK to ask questions

• At work: Questions help people learn. No one should feel awkward for asking.

• In the heat: Make it normal to ask, "Can we take a break?" or "Is this still safe?"

7. Treat situations like experiments

• At work: Try things, learn from them, and adapt. Mistakes are part of the process.

• In the heat: Be flexible. Shorten the session, change the pace. See what works in the conditions.

8. Talk openly about what's not working

• At work: Create space for honest reflection and improvement.

• In the heat: After a challenging session, ask what could've gone better and adjust for next time.

9. Be clear on roles and expectations

• At work: Clarity reduces confusion, stress, and unnecessary mistakes.

• In the heat: Make sure everyone knows the plan, who's leading, and how to look out for one another.

10. Notice who's left out – and bring them in

• At work: Pay attention to who's quiet or excluded. Make sure everyone feels part of the team.

• In the heat: Watch for those who are struggling silently. Check in, support them, bring them into the conversation.

Same Mindset, Different Contexts

Whether you're leading a team through a challenging project or working out whether it's safe to run in 32-degree heat, the principles are the same:

• Pay attention to the signals

• Be honest about the risks

• Create space for others to speak up

• Adjust as you go

Working through my client content reminded me that psychological safety isn't about being "soft", it's about being clear, curious, and caring. All of which lead to better outcomes for everyone involved.

Just like running in extreme heat, leadership isn't about pushing through regardless. It's about tuning in to what's actually happening and making smart decisions based on that reality.

The Decision

In the end, I decided the safest thing to do was to cancel the session. Not the outcome I wanted, but the right call for keeping people safe. Sometimes leadership means making the unpopular choice that serves everyone's wellbeing.

What would change in your workplace if speaking up about safety – physical or psychological – felt as natural as it should?

I help leaders build cultures where people feel safe to speak up, take ownership, and adapt when needed. If this resonates, I'd love to hear how you navigate those moments when the safe choice isn't the easy choice.