Psychological Safety as a Performance Metric: Rethinking Organizational Systems

What if your workplace treated mental health as seriously as snowstorms, power outages, or emergency calls? In one city, a simple “Wellbeing Wednesday” experiment quietly sparked exactly that kind of transformation- rewriting how people are hired, supervised, supported, and even how they sit in meetings. From leaders evaluated on psychological safety to quiet pods, recovery months, and EAPs people actually use, this story pulls back the curtain on how a municipal government turned vague “wellness” talk into everyday practice—and what any organization can steal from their playbook.

Building on the momentum of Wellbeing Wednesdays, we realized the importance of embedding mental wellness into the day-to-day fabric of municipal work. One tactic involved revising our onboarding process. New hires now receive a mental health orientation that covers available resources, confidentiality policies, and testimonies from staff who have benefited from using support services. This early exposure helps normalize mental health conversations and sets expectations for a supportive work culture. We also include a mental wellness module in our annual performance reviews, inviting employees and supervisors to discuss workload, stressors, and work-life balance.

Another significant change was incorporating mental health criteria into leadership evaluations. Managers are now assessed on their ability to foster psychological safety and encourage open dialogue. This shift aligns with findings from the American Psychological Association, which emphasize that leadership behavior is a key determinant of workplace mental health outcomes¹. We supported this transition by offering targeted training for supervisors in active listening, trauma-informed communication, and stress de-escalation techniques. These changes sent a clear message: mental wellness is not an add-on, it is a shared responsibility and a leadership priority.

Expanding Access to Mental Health Resources

While Employee Assistance Programs (EAPs) have long been available, usage was historically low. After analyzing feedback, we identified two barriers: lack of awareness and concerns about confidentiality. To address these, we developed a plain-language guide explaining how to access services, what to expect, and how privacy is protected. We also invited our EAP provider to host quarterly town halls, where staff could ask anonymous questions. These sessions demystified the service and led to a 40 percent increase in utilization over the following year, consistent with trends observed in other jurisdictions that have taken similar steps².

To ensure equity in access, we extended mental health benefits to part-time and seasonal employees, who had previously been excluded. This decision was guided by internal focus groups and supported by data from the National Association of Counties, which shows that temporary staff often face the same workplace stressors as full-time employees but have fewer supports³. Offering these benefits not only improved morale but also reduced turnover among our seasonal workforce. We also established a peer support network, training volunteers from across departments to act as informal points of contact for colleagues seeking guidance or someone to talk to.

Creating Safe Physical and Digital Spaces

Recognizing that mental wellness is affected by physical environments, we reconfigured several break rooms and common areas to promote rest and decompression. These spaces now feature calming colors, natural lighting, and comfortable seating, based on design principles recommended by the Center for Health Design⁴. In buildings with limited space, we introduced mobile "quiet pods"—small, soundproof booths where employees can take a break, meditate, or have a confidential phone call. These were especially appreciated by field staff who often lacked access to private, comfortable areas during their shifts.

On the digital front, we revised meeting norms to reduce fatigue. We implemented "camera-optional" policies for internal video calls and designated Fridays as meeting-light days across departments. This change was informed by research from Stanford University, which found that continuous video conferencing contributes to cognitive overload and emotional exhaustion⁵. Feedback from staff confirmed that these adjustments helped them feel more in control of their schedules and less drained by the end of the week. We also piloted asynchronous communication tools for non-urgent matters, allowing staff to respond at times that best fit their workload and energy levels.

Supporting Crisis Response and Recovery

A pivotal aspect of our mental health strategy involved preparing for acute stress events—whether from workplace incidents, community trauma, or personal crises. We partnered with a local behavioral health organization to develop a rapid response protocol. This includes immediate debriefing sessions, follow-up check-ins, and fast-tracked EAP appointments for those affected. When a tragic accident impacted one of our field crews, the protocol was deployed within 24 hours. Employees later reported that timely support helped them process the event more constructively and return to work with a sense of stability.

We also realized the importance of post-crisis healing. After a prolonged period of organizational restructuring, staff morale was low. Instead of pushing for productivity, we scheduled a "recovery month" that emphasized connection and reflection. Activities included team storytelling sessions, art-based workshops, and open forums with leadership. These efforts aligned with guidance from the Substance Abuse and Mental Health Services Administration, which highlights the importance of community-building and meaning-making after collective stress⁶. Recovery isn’t linear, but giving space for emotional processing has helped reinforce trust and cohesion across our teams.

Measuring Impact and Sustaining Momentum

To evaluate the effectiveness of our mental health initiatives, we implemented a biannual wellness survey, co-designed with staff to ensure relevance and clarity. The survey measures perceived stress levels, awareness of resources, and feelings of psychological safety. Results are shared transparently with all departments and used to shape future programming. For example, when data showed that younger employees were less likely to access formal supports, we introduced a mentorship program that pairs newer staff with experienced peers for informal check-ins and guidance.

Long-term sustainability depends on keeping mental wellness visible and adaptable. We established a cross-departmental Mental Health Advisory Group composed of staff at all levels. This group meets monthly to identify emerging issues, review policies, and propose new initiatives. Their insights have led to innovations such as mental health first aid certification for frontline supervisors and increased flexibility in leave policies to accommodate mental health days. By institutionalizing feedback loops and shared governance, we’ve created a system that evolves with our workforce's needs rather than reacting only during times of crisis.

Conclusion: A Culture of Care

What began as a single initiative—Wellbeing Wednesdays—has grown into a multi-dimensional approach to health and mental wellness. By embedding support into policies, spaces, and daily practices, we've moved from reactive measures to proactive care. This transformation has not only improved staff wellbeing but also enhanced service delivery, as employees who feel supported are better positioned to serve the community. As municipal practitioners, we have both the opportunity and responsibility to foster environments where mental health is treated with the same seriousness as physical safety or operational efficiency.

Our experience shows that small, consistent actions—backed by leadership commitment and staff engagement—can shift organizational culture. Mental wellness is not a one-time project; it is an ongoing practice that must be revisited, resourced, and refined. By investing in our people, we reinforce the foundation of effective, resilient local government.

Bibliography

1. American Psychological Association. “Workplace Mental Health: Data and Resources.” Accessed April 2024. https://www.apa.org/topics/healthy-workplaces.

2. Employee Assistance Professionals Association. “EAP Utilization Trends and Best Practices.” EAPA Research Brief, 2022. https://www.eapassn.org.

3. National Association of Counties. “Supporting the Mental Health of County Employees.” Issue Brief, 2023. https://www.naco.org/resources/mental-health-county-workforce.

4. Center for Health Design. “Design Strategies for Behavioral and Mental Health.” Accessed March 2024. https://www.healthdesign.org/insights-solutions/mental-health-design-guide.

5. Bailenson, Jeremy. “Nonverbal Overload: A Theoretical Argument for the Causes of Zoom Fatigue.” Technology, Mind, and Behavior, vol. 2, no. 1 (2021). https://doi.org/10.1037/tmb0000030.

6. Substance Abuse and Mental Health Services Administration (SAMHSA). “Trauma-Informed Care in Behavioral Health Services.” SAMHSA Treatment Improvement Protocol Series No. 57, 2014. https://www.samhsa.gov.