{"id":6761,"date":"2026-10-18T17:13:46","date_gmt":"2026-10-18T15:13:46","guid":{"rendered":"https:\/\/www.ronenfrieman.com\/en\/knowledge-center\/managing-teams\/"},"modified":"2026-10-18T17:17:47","modified_gmt":"2026-10-18T15:17:47","slug":"managing-teams","status":"publish","type":"page","link":"https:\/\/www.ronenfrieman.com\/en\/knowledge-center\/managing-teams\/","title":{"rendered":"Managing Teams: Psychological Safety, Culture and Retention"},"content":{"rendered":"<div class=\"wpb-content-wrapper\"><p>[vc_row full_width=&#8221;stretch_row&#8221; background_color=&#8221;primary&#8221; lg_spacing=&#8221;padding_top:215;padding_bottom:90&#8243; md_spacing=&#8221;padding_top:185;padding_bottom:80&#8243; sm_spacing=&#8221;padding_top:155;padding_bottom:60&#8243;][vc_column][tm_heading tag=&#8221;h6&#8243; custom_google_font=&#8221;&#8221; google_fonts=&#8221;font_family:Heebo%3A300%2Cregular%2C500%2C600%2C700|font_style:300%20light%20regular%3A300%3Anormal&#8221; font_weight=&#8221;700&#8243; align=&#8221;left&#8221; text_color=&#8221;secondary_color&#8221; font_size=&#8221;lg:16&#8243; letter_spacing=&#8221;2px&#8221; line_height=&#8221;1.2&#8243; text=&#8221;Knowledge Center for Managers \u00b7 Stage 04 of 05&#8243; typed_list=&#8221;%5B%7B%7D%5D&#8221;][vc_empty_space height=&#8221;18px&#8221;][tm_heading tag=&#8221;h1&#8243; custom_google_font=&#8221;&#8221; google_fonts=&#8221;font_family:Heebo%3A300%2Cregular%2C500%2C600%2C700|font_style:300%20light%20regular%3A300%3Anormal&#8221; font_weight=&#8221;700&#8243; align=&#8221;left&#8221; text_color=&#8221;custom_color&#8221; custom_text_color=&#8221;#ffffff&#8221; font_size=&#8221;sm:32;md:44;lg:54&#8243; line_height=&#8221;1.15&#8243; max_width=&#8221;900px&#8221; text=&#8221;Managing Teams: Psychological Safety, Culture and Retention&#8221; typed_list=&#8221;%5B%7B%7D%5D&#8221;][vc_empty_space height=&#8221;22px&#8221;][tm_heading tag=&#8221;div&#8221; custom_google_font=&#8221;&#8221; google_fonts=&#8221;font_family:Heebo%3A300%2Cregular%2C500%2C600%2C700|font_style:300%20light%20regular%3A300%3Anormal&#8221; align=&#8221;left&#8221; text_color=&#8221;custom_color&#8221; custom_text_color=&#8221;#ffffff&#8221; font_size=&#8221;sm:18;lg:20&#8243; line_height=&#8221;32px&#8221; max_width=&#8221;760px&#8221; text=&#8221;One player doesn\u2019t win a championship, a team does. And still many managers build the team around one or two people, and pay for it. In this guide I gathered what I\u2019ve learned about the team as a unit: psychological safety, values that turn into behavior, retaining employees and building an independent team.&#8221; typed_list=&#8221;%5B%7B%7D%5D&#8221;][vc_empty_space height=&#8221;26px&#8221;][vc_column_text el_class=&#8221;rfkg-byline&#8221;]<\/p>\n<p>By <a href=\"https:\/\/www.ronenfrieman.com\/en\/about\/\">Ronen Frieman<\/a>, leadership and executive-team strategist and ICF-certified executive coach \u00b7 Updated September 2026 \u00b7 <a href=\"https:\/\/www.ronenfrieman.com\/en\/knowledge-center\/\">Back to the Knowledge Center<\/a><\/p>\n<p>[\/vc_column_text][vc_raw_html el_class=&#8221;rfkg-cssbox&#8221;]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\/>\n[vc_row full_width=&#8221;stretch_row&#8221; lg_spacing=&#8221;padding_top:80;padding_bottom:90&#8243; sm_spacing=&#8221;padding_top:50;padding_bottom:60&#8243;][vc_column][vc_column_text el_class=&#8221;rfkg-article&#8221;]<\/p>\n<div class=\"rfkg-tldr\">\n<p class=\"rfkg-tldr-label\">IN SHORT<\/p>\n<p>Managing teams is working with the team as a unit: psychological safety, culture, retention, independence and group dynamics. Psychological safety is not niceness and not agreement. It is the belief that you can speak, ask, admit a mistake and offer a different perspective without fear of embarrassment or punishment. It cannot be set by policy. It is built interaction by interaction, and it begins with the manager\u2019s behavior.<\/p>\n<\/div>\n<nav class=\"rfkg-toc\" aria-label=\"Table of contents\">\n<p class=\"rfkg-toc-title\">IN THIS GUIDE<\/p>\n<ol>\n<li><a href=\"#system\">A winning team is a system, not a star<\/a><\/li>\n<li><a href=\"#psychological-safety\">Psychological safety is not cotton candy<\/a><\/li>\n<li><a href=\"#retention\">Retention: if your best people are leaving<\/a><\/li>\n<li><a href=\"#independence\">An independent team: from control to a sense of capability<\/a><\/li>\n<li><a href=\"#gen-z\">Gen Z: the assumption that is damaging your team<\/a><\/li>\n<li><a href=\"#crisis\">A team in wartime<\/a><\/li>\n<li><a href=\"#framework\">How this connects to the Identity-Aligned Leadership Cycle<\/a><\/li>\n<li><a href=\"#faq\">Frequently asked questions<\/a><\/li>\n<\/ol>\n<\/nav>\n<h2 id=\"system\">A winning team is a system, not a star<\/h2>\n<p>Amid the justified hype around Deni Avdija, it is worth remembering that one player\u2019s chance of winning an NBA championship is almost nil. A team wins a championship. Michael Jordan played six seasons before his first title, and testified that without a team working together he would not have won. In an organization it is the same: focusing on the talent of a single team member is an illusion that causes deep damage.<\/p>\n<h3>The tool: three steps to improve teamwork<\/h3>\n<ul>\n<li><strong>A team contract.<\/strong> A shared overarching goal, and each person\u2019s exact contribution to it.<\/li>\n<li><strong>Values as actions and not slogans on the wall.<\/strong> Not courage in general, but the courage to say my opinion respectfully, and the courage to listen without defensiveness.<\/li>\n<li><strong>An honest team diagnostic.<\/strong> Mapping strengths and behavior gaps as a group, for shared awareness and not personal grades.<\/li>\n<\/ul>\n<p>And one warning: don\u2019t demand innovation before there are foundations. And if you need inspiration for what this looks like, watch Ted Lasso.<\/p>\n<div class=\"rfkg-more\">\n<p class=\"rfkg-more-label\">To go deeper, in my LinkedIn posts:<\/p>\n<ul>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_%D7%93%D7%A0%D7%99-%D7%90%D7%91%D7%93%D7%99%D7%94-activity-7454401530574565377-pf1c\" target=\"_blank\" rel=\"noopener\">Deni Avdija and Building a Winning Team<\/a><\/li>\n<\/ul>\n<\/div>\n<h2 id=\"psychological-safety\">Psychological safety is not cotton candy<\/h2>\n<p>In an online discussion the question came up whether a manager is expected to be the nurturing parent at any cost, and whether toxicity in small doses might actually be good. This dichotomy, between a manager who wraps everyone in cotton candy and a manager who demands standards and is therefore toxic, is wrong. Psychological safety is the belief that you can speak, ask, admit a mistake and offer a different perspective without fear of embarrassment or punishment. Just as you cannot set a policy of working with motivation, you cannot set a policy of psychological safety.<\/p>\n<p><strong>The data.<\/strong> In Google\u2019s research on team effectiveness, psychological safety ranked first among the five dynamics that distinguish effective teams, ahead of dependability, structure and clarity, meaning and impact. According to Google, members of such teams are less likely to leave, bring in more revenue and are rated as effective twice as often by senior managers.<\/p>\n<p>When there is no direction, safety erodes too. For stability, every team member needs to understand four things:<\/p>\n<ul>\n<li><strong>Where we are going:<\/strong> a vision.<\/li>\n<li><strong>How we get there:<\/strong> clear tasks.<\/li>\n<li><strong>Who does what:<\/strong> roles and boundaries.<\/li>\n<li><strong>What is expected of me:<\/strong> clear standards.<\/li>\n<\/ul>\n<h3>The tools: modeling, vulnerability and the good apples<\/h3>\n<p>Leadership is creating culture through personal example. If you don\u2019t listen, don\u2019t allow mistakes and don\u2019t reflect honestly, don\u2019t expect the team to feel safe doing it. The rules of the game start with you. Three tools that work:<\/p>\n<ul>\n<li><strong>Show vulnerability.<\/strong><\/li>\n<li><strong>Active listening:<\/strong> full, conscious listening to verbal and non-verbal messages alike.<\/li>\n<li><strong>The good apples:<\/strong> a list of behaviors that reflect how you want employees to act. There is no universal version, it derives from your values, your managerial vision and the organization\u2019s vision. When you see inappropriate behavior, step into the situation and act yourself the way you would want the employee to behave.<\/li>\n<\/ul>\n<p>This holds in organizations with tenure too. A manager said to me: \u201cnow imagine the employees have tenure.\u201d In my experience, most employees do not wake up in the morning aspiring to be average. Years in the organization made them institutionalized. Only after you have created an environment of psychological safety can you offer them new perspectives on the role and the organization.<\/p>\n<div class=\"rfkg-more\">\n<p class=\"rfkg-more-label\">To go deeper, in my LinkedIn posts:<\/p>\n<ul>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_%D7%91%D7%A0%D7%99%D7%99%D7%AA-%D7%91%D7%98%D7%97%D7%95%D7%9F-%D7%A4%D7%A1%D7%99%D7%9B%D7%95%D7%9C%D7%95%D7%92%D7%99-activity-7337712554909007872-KAON\" target=\"_blank\" rel=\"noopener\">Psychological Safety Is Not Candy Floss<\/a><\/li>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_%D7%91%D7%98%D7%97%D7%95%D7%9F-%D7%A4%D7%A1%D7%9B%D7%95%D7%9C%D7%95%D7%92%D7%99-%D7%91%D7%A6%D7%95%D7%95%D7%AA-activity-7266692135758807040-T5DB\" target=\"_blank\" rel=\"noopener\">90% of Employees Don&#8217;t Aspire to Be Average<\/a><\/li>\n<\/ul>\n<\/div>\n<h2 id=\"retention\">Retention: if your best people are leaving<\/h2>\n<p>A manager complained that his third prot\u00e9g\u00e9 was leaving, that it is like that with everyone he nurtured, and that today\u2019s generation just wants money. I told him that if your best people leave, you are the problem. Employees look for a manager who is a human being, who cares for them as people and not just for the KPI and Excel files.<\/p>\n<p><strong>The data.<\/strong> A Gallup study found that managers account for at least 70% of the variance in employee engagement across business units. Engagement is not leaving, but the figure shows how much of what the team experiences depends on the manager.<\/p>\n<p>Retention starts on day one. At a Scouts ceremony I heard that in fourth grade there were about 135 kids, and in ninth grade about 40 were left. It made me ask whether organizations really know how to retain talent, or even try. In The Culture Code, Daniel Coyle describes how much good onboarding depends on a sense of belonging that focuses on the employee and not on the company. I have failed at this too, including the time I forgot to introduce a new employee in a team meeting.<\/p>\n<p>And recognition is not only for senior people. When I arrive at an organization where I am known, people stop me for hallway consulting, and the common complaint is \u201cI\u2019m a small cog in the system and I want more.\u201d It reminds me of a Tottenham match: the ball boy realized the opponent\u2019s defense was not organized, returned the ball quickly, and it led to a goal that turned the game. Mourinho hugged him, mentioned him at the press conference and invited him to the team lunch. So what do you do?<\/p>\n<ul>\n<li>Appreciate the contribution of all employees, not only the stars.<\/li>\n<li>Encourage risk-taking and accept mistakes as a chance to grow.<\/li>\n<li>Give authority to act independently.<\/li>\n<li>Celebrate small wins especially.<\/li>\n<\/ul>\n<div class=\"rfkg-more\">\n<p class=\"rfkg-more-label\">To go deeper, in my LinkedIn posts:<\/p>\n<ul>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_adgadeachacladgabracgadeaciaclacwacpadg-adaacpadgaclacnabracuacwackacpaciacladg-activity-7165223501228896257-kHdg\" target=\"_blank\" rel=\"noopener\">If Your Best People Are Leaving, You Are the Problem<\/a><\/li>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_adfacpacuacladeacyaclachacjacpact-acuacwackacpaciacladgacgacladgacwacoacpadg-activity-7269989313214357504-XE0u\" target=\"_blank\" rel=\"noopener\">What a Scouts Ceremony Taught Me About Retention<\/a><\/li>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_mourinho-congratulates-tottenham-ball-boy-activity-7228633953430118400-ZT_D\" target=\"_blank\" rel=\"noopener\">The Ball Boy Who Changed the Game<\/a><\/li>\n<\/ul>\n<\/div>\n<h2 id=\"independence\">An independent team: from control to a sense of capability<\/h2>\n<p>Independence is not doing things alone. It is a sense of capability, self-confidence and taking responsibility. Many managers complain about a lack of independence in the team while they themselves manage in a way that creates dependence. Building an independent team is not a technical action, but a change of managerial context: from control to developing a sense of capability.<\/p>\n<p>There is a lesson here from the leadership of the Jewish community at the founding of the state, which had to build independence among hundreds of thousands of immigrants who had experienced uprooting and helplessness. Two organizational translations:<\/p>\n<ul>\n<li><strong>Team identity, not only role definitions.<\/strong> For example: we are a team of problem solvers, not order takers. This is the principle of the Identity-Aligned Leadership model: when identity is clear, behavior becomes natural, and the employee acts on initiative because that is who they are.<\/li>\n<li><strong>A shared language.<\/strong> A uniform terminology removes the dependence on intermediaries.<\/li>\n<\/ul>\n<p>Periods of scarcity actually help with this. When there is money, it is easy to throw it at problems: retention solved with a raise, team building with a bonding day. Lack of resources forces managers to develop management skills they could previously do without. In such periods managers come to me with higher motivation and real openness to examine their functioning and their impact on employees. That ability is what will separate those who grow stronger from the change from those who stay behind. And this is why I don\u2019t like the term soft skills. These skills, empowering the team, connecting it to the vision and moving it to action, are the core of the role. Organizations that failed to turn their managers into good managers lose good employees along the way. Let\u2019s just call them skills.<\/p>\n<div class=\"rfkg-more\">\n<p class=\"rfkg-more-label\">To go deeper, in my LinkedIn posts:<\/p>\n<ul>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_%D7%A2%D7%A6%D7%9E%D7%90%D7%95%D7%AA-2026-activity-7452589591980654592-5LHT\" target=\"_blank\" rel=\"noopener\">Independence 2026<\/a><\/li>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_acuacwackacsacpact-acgadgaciadeabracwacpackaclacsacp-activity-7085124437166964736-2eyQ\" target=\"_blank\" rel=\"noopener\">Why a Shortage of Resources Is Good for Managers<\/a><\/li>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_%D7%99%D7%95%D7%A6%D7%90-%D7%9C%D7%99-%D7%9C%D7%94%D7%A2%D7%91%D7%99%D7%A8-%D7%A1%D7%93%D7%A0%D7%90%D7%95%D7%AA-%D7%9C%D7%9E%D7%A0%D7%94%D7%9C%D7%99%D7%9D-%D7%A2%D7%9C-%D7%91%D7%A0%D7%99%D7%99%D7%AA-%D7%A6%D7%95%D7%95%D7%AA-activity-7114477854624538624-Zjhm\" target=\"_blank\" rel=\"noopener\">Why I Don&#8217;t Like the Term Soft Skills<\/a><\/li>\n<\/ul>\n<\/div>\n<h2 id=\"gen-z\">Gen Z: the assumption that is damaging your team<\/h2>\n<p>\u201cThis generation doesn\u2019t come to work, they\u2019re spoiled, that\u2019s just Gen Z.\u201d I hear this countless times a month. It is not new. Every generation complains about the one that follows, as in the Lool sketch where the immigrants from each wave grumble about the next wave. The real challenge is to adapt management style to a changing world. Instead of blaming, ask: how can I be a better leader for this team? And do it from your values. Walk the talk is what creates inspiration and motivation.<\/p>\n<p>And there is an opportunity in this generation too. Many young people look for work that lets them have an impact on the world. To make that possible, the organization itself has to be an active part of the doing, and the team has to see how its daily work connects to that impact.<\/p>\n<div class=\"rfkg-more\">\n<p class=\"rfkg-more-label\">To go deeper, in my LinkedIn posts:<\/p>\n<ul>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_acuacwackacpaciacladg-adaacpadgaclacnacuacwackacsacpact-activity-7274309828594851840-_HNH\" target=\"_blank\" rel=\"noopener\">The Assumption About Gen Z That&#8217;s Damaging Your Team<\/a><\/li>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_achadeaclacqadfacyadfacwacpacgacpadfack-ackadeaclachabraddaclachacyadg-activity-7085323887277711360-D3Qf\" target=\"_blank\" rel=\"noopener\">Gen Z Wants to Make an Impact on the World<\/a><\/li>\n<\/ul>\n<\/div>\n<h2 id=\"crisis\">A team in wartime<\/h2>\n<p>After October 7 I wrote about the importance of encouraging the team to keep carrying out tasks despite the difficulty, and I received private messages like \u201cI don\u2019t have the strength for this.\u201d I tried to understand why on one hand it is hard to connect to tasks, and on the other people are already starting to move. I am not a resilience or trauma expert, so I turned to management models, first of all Google\u2019s model for effective teams: structure and clarity, meaning, dependability, meaning the knowledge that I am not alone, and psychological safety. In a crisis, each of them becomes a simple action:<\/p>\n<ul>\n<li>Be there when an employee gets stuck.<\/li>\n<li>Hold daily team meetings and personal mid-day check-ins.<\/li>\n<li>Ask simple questions: how are you today? How can I help?<\/li>\n<\/ul>\n<div class=\"rfkg-more\">\n<p class=\"rfkg-more-label\">To go deeper, in my LinkedIn posts:<\/p>\n<ul>\n<li><a href=\"https:\/\/www.linkedin.com\/posts\/ronenfrieman_%D7%90%D7%AA-%D7%94%D7%A4%D7%95%D7%A1%D7%98-%D7%94%D7%A7%D7%95%D7%93%D7%9D-%D7%A9%D7%9C%D7%99-%D7%A1%D7%99%D7%99%D7%9E%D7%AA%D7%99-%D7%91%D7%9B%D7%9A-%D7%A9%D7%94%D7%AA%D7%A4%D7%A7%D7%99%D7%93-%D7%A9%D7%9C%D7%9B%D7%9D-activity-7135142830921908225-ewbF\" target=\"_blank\" rel=\"noopener\">Google&#8217;s Model for Winning Teams, in Wartime<\/a><\/li>\n<\/ul>\n<\/div>\n<h2 id=\"framework\">How this connects to the Identity-Aligned Leadership Cycle<\/h2>\n<p>In the <a href=\"https:\/\/www.ronenfrieman.com\/en\/framework\/\">Identity-Aligned Leadership Cycle<\/a> I work with, this stage rests mainly on the impact step: trust, collaboration, performance and culture. In a team, the manager\u2019s behavior becomes culture. What you do again and again is what the team learns is allowed and desired.<\/p>\n<h2 id=\"faq\">Frequently asked questions<\/h2>\n<h3>What is psychological safety, and what is it not?<\/h3>\n<p>Psychological safety is the belief that you can speak, ask, admit a mistake and offer a different perspective without fear of embarrassment or punishment. It is not niceness, not agreement and not giving up standards. It is built interaction by interaction, through the manager\u2019s personal example.<\/p>\n<h3>Why do the good employees leave?<\/h3>\n<p>Often because of the management. Employees look for a manager who is a human being, who sees them and appreciates their contribution, and doesn\u2019t only track a KPI. And the manager matters: according to Gallup, managers account for at least 70% of the variance in employee engagement across business units.<\/p>\n<h3>How do you build an independent team?<\/h3>\n<p>Stop managing in a way that creates dependence. Define an identity for the team and not only roles, build a shared language, give authority to act, and move the focus from control to developing a sense of capability.<\/p>\n<h3>What do you do with an employee who feels like a small cog in the system?<\/h3>\n<p>Show them their contribution is seen. Appreciate also those who are not in the spotlight, give authority to act independently, accept mistakes as part of learning and celebrate small wins.<\/p>\n<h3>How do you build a team when there is no budget?<\/h3>\n<p>Precisely then. When there is no money to throw at problems, managers have to develop the skills themselves: a team contract, values translated into behavior, personal recognition and psychological safety. These don\u2019t require a budget, they require managerial work.<\/p>\n<h2 id=\"sources\">Sources for the data<\/h2>\n<p class=\"rfkg-note\">The tools and cases on this page are based on my LinkedIn posts, linked throughout the text. These are the sources for the data:<\/p>\n<ul class=\"rfkg-sources\">\n<li><a href=\"https:\/\/rework.withgoogle.com\/intl\/en\/guides\/understand-team-effectiveness\" target=\"_blank\" rel=\"noopener\">Google re:Work. Understand team effectiveness<\/a><\/li>\n<li><a href=\"https:\/\/news.gallup.com\/businessjournal\/182792\/managers-account-variance-employee-engagement.aspx\" target=\"_blank\" rel=\"noopener\">Beck, R. &amp; Harter, J. Managers Account for 70% of Variance in Employee Engagement. Gallup, April 21, 2015<\/a><\/li>\n<\/ul>\n<nav class=\"rfkg-next\" aria-label=\"Continue the journey\">\n<p class=\"rfkg-next-title\">CONTINUE THE JOURNEY<\/p>\n<ul>\n<li><a href=\"https:\/\/www.ronenfrieman.com\/en\/knowledge-center\/managing-individuals\/\"><span>Previous stage<\/span>Managing People as Individuals<\/a><\/li>\n<li><a href=\"https:\/\/www.ronenfrieman.com\/en\/knowledge-center\/strategic-thinking\/\"><span>Next stage<\/span>Strategic Thinking and Running the Business<\/a><\/li>\n<li><a href=\"https:\/\/www.ronenfrieman.com\/en\/knowledge-center\/#stage-4\"><span>Knowledge Center<\/span>All the insights in this stage<\/a><\/li>\n<li><a href=\"https:\/\/www.ronenfrieman.com\/en\/lead\/\"><span>LEAD<\/span>LEAD is for CEOs, VPs and senior managers: a senior forum and 1:1 strategic advisory.<\/a><\/li>\n<\/ul>\n<\/nav>\n<p>[\/vc_column_text][\/vc_column][\/vc_row]<br \/>\n[vc_row full_width=&#8221;stretch_row&#8221; background_color=&#8221;custom_color&#8221; custom_background_color=&#8221;#F1EFDB&#8221; lg_spacing=&#8221;padding_top:70;padding_bottom:70&#8243; sm_spacing=&#8221;padding_top:50;padding_bottom:50&#8243;][vc_column][vc_column_text el_class=&#8221;rfkg-author&#8221;]<\/p>\n<p class=\"rfkg-author-label\">ABOUT THE AUTHOR<\/p>\n<p class=\"rfkg-author-name\">Ronen Frieman<\/p>\n<p>ICF-certified executive coach and leadership and executive-team strategist, graduate of the Adler Institute. M.B.A. in Business Administration (Entrepreneurship &amp; High-Tech) and B.A. in Management (Marketing &amp; HR) from Ben-Gurion University of the Negev. More than 15 years of management experience in the tech sector.<\/p>\n<p class=\"rfkg-author-links\"><a href=\"https:\/\/www.ronenfrieman.com\/en\/about\/\">More about me<\/a> \u00b7 <a href=\"https:\/\/www.linkedin.com\/in\/ronenfrieman\/\" target=\"_blank\" rel=\"noopener\">LinkedIn<\/a><\/p>\n<p>[\/vc_column_text][\/vc_column][\/vc_row]<br \/>\n[vc_row full_width=&#8221;stretch_row&#8221; background_color=&#8221;primary&#8221; lg_spacing=&#8221;padding_top:70;padding_bottom:70&#8243; sm_spacing=&#8221;padding_top:50;padding_bottom:50&#8243;][vc_column][vc_column_text el_class=&#8221;rf-guide-cta&#8221;]<\/p>\n<div style=\"max-width:820px;margin:0 auto;text-align:left;direction:ltr;\">\n<p style=\"color:#F1EFDB;font-size:28px;font-weight:700;line-height:1.3;margin:0 0 16px;\">Do your leadership team\u2019s decisions stay in the slide deck instead of reaching the field?<\/p>\n<p style=\"color:#F1EFDB;font-size:18px;line-height:1.7;margin:0 0 22px;\">In the <a style=\"color:#C1D9CB;font-weight:700;text-decoration:underline;\" href=\"https:\/\/www.ronenfrieman.com\/en\/align\/\">ALIGN<\/a> and <a style=\"color:#C1D9CB;font-weight:700;text-decoration:underline;\" href=\"https:\/\/www.ronenfrieman.com\/en\/lead\/\">LEAD<\/a> pathways we translate strategy and values from wall statements into coordinated daily behavior \u2013 through strategy labs (offsites), Pre-mortem workshops that expose risks before launches, a forum for unit managers at the interface, and a senior forum using the \u201cExperience, Not Advice\u201d protocol.<\/p>\n<p style=\"color:#F1EFDB;font-size:18px;line-height:1.9;margin:0;\"><a style=\"color:#C1D9CB;font-weight:700;text-decoration:underline;\" href=\"https:\/\/www.ronenfrieman.com\/en\/schedule-a-call\/\">Schedule an intro call and check fit for your organization \u2192<\/a><\/p>\n<\/div>\n<p>[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"[vc_row full_width=&#8221;stretch_row&#8221; background_color=&#8221;primary&#8221; lg_spacing=&#8221;padding_top:215;padding_bottom:90&#8243; md_spacing=&#8221;padding_top:185;padding_bottom:80&#8243; sm_spacing=&#8221;padding_top:155;padding_bottom:60&#8243;][vc_column][tm_heading tag=&#8221;h6&#8243; custom_google_font=&#8221;&#8221; google_fonts=&#8221;font_family:Heebo%3A300%2Cregular%2C500%2C600%2C700|font_style:300%20light%20regular%3A300%3Anormal&#8221; font_weight=&#8221;700&#8243; align=&#8221;left&#8221; text_color=&#8221;secondary_color&#8221; font_size=&#8221;lg:16&#8243; letter_spacing=&#8221;2px&#8221; line_height=&#8221;1.2&#8243; text=&#8221;Knowledge Center for Managers \u00b7 Stage 04 of 05&#8243; typed_list=&#8221;%5B%7B%7D%5D&#8221;][vc_empty_space height=&#8221;18px&#8221;][tm_heading tag=&#8221;h1&#8243; custom_google_font=&#8221;&#8221; google_fonts=&#8221;font_family:Heebo%3A300%2Cregular%2C500%2C600%2C700|font_style:300%20light%20regular%3A300%3Anormal&#8221; font_weight=&#8221;700&#8243; align=&#8221;left&#8221; text_color=&#8221;custom_color&#8221; custom_text_color=&#8221;#ffffff&#8221; font_size=&#8221;sm:32;md:44;lg:54&#8243; line_height=&#8221;1.15&#8243; max_width=&#8221;900px&#8221; text=&#8221;Managing Teams: Psychological Safety, Culture and Retention&#8221; typed_list=&#8221;%5B%7B%7D%5D&#8221;][vc_empty_space height=&#8221;22px&#8221;][tm_heading tag=&#8221;div&#8221; custom_google_font=&#8221;&#8221; google_fonts=&#8221;font_family:Heebo%3A300%2Cregular%2C500%2C600%2C700|font_style:300%20light%20regular%3A300%3Anormal&#8221; align=&#8221;left&#8221; text_color=&#8221;custom_color&#8221; custom_text_color=&#8221;#ffffff&#8221; font_size=&#8221;sm:18;lg:20&#8243; line_height=&#8221;32px&#8221; max_width=&#8221;760px&#8221; text=&#8221;One player doesn\u2019t win a championship, a team does. And still many managers build the team around one or two people, and pay for it. In this guide I gathered what I\u2019ve learned about the team as a unit: psychological safety, values that turn into behavior, retaining employees and building an independent team.&#8221; typed_list=&#8221;%5B%7B%7D%5D&#8221;][vc_empty_space height=&#8221;26px&#8221;][vc_column_text el_class=&#8221;rfkg-byline&#8221;] By Ronen Frieman, leadership and executive-team strategist and ICF-certified executive coach \u00b7 Updated September 2026 \u00b7 Back to the Knowledge Center [\/vc_column_text][vc_raw_html el_class=&#8221;rfkg-cssbox&#8221;]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[vc_row full_width=&#8221;stretch_row&#8221; lg_spacing=&#8221;padding_top:80;padding_bottom:90&#8243; sm_spacing=&#8221;padding_top:50;padding_bottom:60&#8243;][vc_column][vc_column_text el_class=&#8221;rfkg-article&#8221;] IN SHORT Managing teams is working with the team as a unit: psychological safety, culture, retention, independence and group dynamics. Psychological safety is not niceness and not agreement. It is the belief that you can speak, ask, admit a mistake and offer a different perspective without fear of embarrassment or punishment. It cannot be set by policy. It is built interaction by interaction, and it begins with the manager\u2019s behavior. IN THIS GUIDE A winning team is a system, not a star Psychological safety is not cotton candy Retention: if your best people are leaving An independent team: from control to a sense of capability Gen Z: the assumption that is damaging your team A team in wartime How this connects to the Identity-Aligned Leadership Cycle Frequently asked questions A winning team is a system, not a star Amid the justified hype around Deni Avdija, it is worth remembering that one player\u2019s chance of winning an NBA championship is almost nil. A team wins a championship. Michael Jordan played six seasons before his first title, and testified that without a team working together he would not have won. In an organization it is the same: focusing on the talent of a single team member is an illusion that causes deep damage. The tool: three steps to improve teamwork A team contract. A shared overarching goal, and each person\u2019s exact contribution to it. Values as actions and not slogans on the wall. Not courage in general, but the courage to say my opinion respectfully, and the courage to listen without defensiveness. An honest team diagnostic. Mapping strengths and behavior gaps as a group, for shared awareness and not personal grades. And one warning: don\u2019t demand innovation before there are foundations. And if you need inspiration for what this looks like, watch Ted Lasso. To go deeper, in my LinkedIn posts: Deni Avdija and Building a Winning Team Psychological safety is not cotton candy In an online discussion the question came up whether a manager is expected to be the nurturing parent at any cost, and whether toxicity in small doses might actually be good. This dichotomy, between a manager who wraps everyone in cotton candy and a manager who demands standards and is therefore toxic, is wrong. Psychological safety is the belief that you can speak, ask, admit a mistake and offer a different perspective without fear of embarrassment or punishment. Just as you cannot set a policy of working with motivation, you cannot set a policy of psychological safety. The data. In Google\u2019s research on team effectiveness, psychological safety ranked first among the five dynamics that distinguish effective teams, ahead of dependability, structure and clarity, meaning and impact. According to Google, members of such teams are less likely to leave, bring in more revenue and are rated as effective twice as often by senior managers. When there is no direction, safety erodes too. For stability, every team member needs to understand four things: Where we are going: a vision. How we get there: clear tasks. Who does what: roles and boundaries. What is expected of me: clear standards. The tools: modeling, vulnerability and the good apples Leadership is creating culture through personal example. If you don\u2019t listen, don\u2019t allow mistakes and don\u2019t reflect honestly, don\u2019t expect the team to feel safe doing it. The rules of the game start with you. Three tools that work: Show vulnerability. Active listening: full, conscious listening to verbal and non-verbal messages alike. The good apples: a list of behaviors that reflect how you want employees to act. There is no universal version, it derives from your values, your managerial vision and the organization\u2019s vision. When you see inappropriate behavior, step into the situation and act yourself the way you would want the employee to behave. This holds in organizations with tenure too. A manager said to me: \u201cnow imagine the employees have tenure.\u201d In my experience, most employees do not wake up in the morning aspiring to be average. Years in the organization made them institutionalized. Only after you have created an environment of psychological safety can you offer them new perspectives on the role and the organization. To go deeper, in my LinkedIn posts: Psychological Safety Is Not Candy Floss 90% of Employees Don&#8217;t Aspire to Be Average Retention: if your best people are leaving A manager complained that his third prot\u00e9g\u00e9 was leaving, that it is like that with everyone he nurtured, and that today\u2019s generation just wants money. I told him that if your best people leave, you are the problem. Employees look for a manager who is a human being, who cares for them as people and not just for the KPI and Excel files. The data. A Gallup study found that managers account for at least 70% of the variance in employee engagement across business units. Engagement is not leaving, but the figure shows how much of what the team experiences depends on the manager. Retention starts on day one. At a Scouts ceremony I heard that in fourth grade there were about 135 kids, and in ninth grade about 40 were left. It made me ask whether organizations really [&hellip;]","protected":false},"author":1,"featured_media":0,"parent":6757,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"content-type":"","footnotes":""},"class_list":["post-6761","page","type-page","status-publish","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.7 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Managing Teams: Psychological Safety &amp; Culture | Ronen Frieman<\/title>\n<meta name=\"description\" content=\"Psychological safety, team culture, retaining top employees and building independent teams: a practical guide by executive coach Ronen Frieman.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.ronenfrieman.com\/en\/knowledge-center\/managing-teams\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta 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