Psychological Safety and the Persona: Helping Teams Move Beyond Surface-Level Masks
Blog Series 7 of 8
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Jungian Insights
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Blog Series 7 of 8 | Jungian Insights |
Are you your authentic self at work? Or, do you find that you must perform and be "on"? We've discussed the importance of creating a safe space, allowing employees the freedom to make mistakes, and taking calculated risks for the long-term success and sustainability of the organization. Unfortunately, it seems many teams still operate under a layer of performance. The desire is there, but the safety? Not always.
People are still masking—hiding behind polished personas that help them fit in but keep them from fully showing up. That's where Carl Jung's concept of the persona becomes really useful.
In Jungian terms, the persona is the mask we wear to meet expectations. It's not necessarily a bad thing—it helps us function in different environments. But when people get stuck in that mask, especially at work, it limits connection, creativity, and growth.
How Personas Play Out in Team Culture
Most teams have unspoken rules: who speaks first, what emotions are "acceptable," and how conflict is handled (or avoided entirely). People pick up on these cues quickly and adapt. They learn what gets praised and what gets quietly shut down.
So, instead of asking bold questions or admitting uncertainty, they play it safe. They speak in jargon, nod politely, and keep the real stuff to themselves. That's not collaboration—it's cautious survival. And while it may appear to be harmony, it's often just quiet disconnection.
The Shift From Mask to Meaningful
Psychological safety doesn't mean people are oversharing or baring their souls in every meeting. It means they don't feel the need to hide.
That starts with leadership. If leaders only show up as their "together" selves, the rest of the team gets the message loud and clear: vulnerability isn't welcome here. But when a leader names the tension in the room, admits when they don't have the answer or makes space for discomfort—that's what opens the door.
It's the difference between asking for ideas and actually holding space for ideas that challenge the norm, between rewarding performance and recognizing presence.
Making It Practical
If you're looking to move your team past surface-level connection, try this:
Watch the room. Are the same people always talking? Do concerns get raised privately instead of in the moment? These are cues that people don't feel entirely safe.
Change the questions. Instead of just running through project updates, try: "What's something you've been hesitant to bring up?" or "What are we pretending not to notice?"
Celebrate honesty, not just achievement. When someone shares a hard truth, admits a miss, or challenges groupthink—acknowledge it. These are the real wins.
Don't rush it. Safety can't be forced. It builds through consistent behavior, not one-off team-building sessions. Show and tell that the whole self is welcome here.
Final Thoughts
Jung saw the persona as a necessary tool to help us navigate the world, but it isn't who we are.
The same goes for the version of ourselves we bring to work. Professionalism and competence matter, of course—but if that's all we're allowed to show, we miss the opportunity for something more profound.
When leaders create environments where people can step out from behind their masks, what they gain isn't just candor. It's a connection. Real trust. And a team that's better prepared to handle the complexity of today's workplace—together.
Authenticity is about alignment. And the teams who feel safe enough to show up as they are are the ones most capable of growing, evolving, and leading with heart.
References
Jung, C. G. (1953). Two essays on analytical psychology (R. F. C. Hull, Trans.; 2nd ed.). Princeton University Press. (Original work published 1916)
Jung, C. G. (1966). The practice of psychotherapy: Essays on the psychology of the transference and other subjects (R. F. C. Hull, Trans.; 2nd ed.). Princeton University Press. (Original work published 1946)
Jung, C. G. (1969). The structure and dynamics of the psyche (R. F. C. Hull, Trans.; 2nd ed.). Princeton University Press. (Original work published 1928)
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.5465/256287
Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
