In my first job, I was lucky to have a boss who was a true mentor. She pushed me, nurtured me, scolded me when needed, and always inspired me to think bigger. Most importantly, she created a space where I felt safe to speak up. She listened patiently, even when my ideas were rough. That experience built my confidence and courage.

But then came a turning point.

We had an event in Kolkata. I spoke Bengali and had planned the program in detail, so I asked my super boss if I could lead it. She immediately dismissed me and assigned it to someone with little context. From that moment in the meeting, she ignored my input completely.

I was stunned. And then, I shut down. Every idea that came after, I kept to myself — assuming it would be shot down anyway. Later, when I resigned to pursue something more challenging, she told me: “Are you sure? It’s very hard. You should be realistic in your ambitions.”

That comment pushed me further. In my next role, I overcorrected — clinging to independence fiercely because I had once felt silenced.

Over time, I realised this wasn’t about me. Her behaviour reflected her inability to create a safe space, not my lack of ability. And because I had earlier worked with supportive leaders, I could process this and move forward without losing faith in myself.

That’s the real lesson: when leaders fail to create psychological safety, they don’t just silence ideas — they silence people. But when they succeed, they unlock creativity, trust, and growth.

Psychological safety is the truest independence at work.

A Sthir Reflection for Leaders

Ask yourself:

1. 1. Do I make it easy for my team to share their ideas without fear of being dismissed?
2. 2. How do I respond to voices that challenge or differ from mine?
3. 3. When was the last time I encouraged someone to take the lead, even if it felt risky?