Go back to previous page

THE SAFETY NET NEEDED

Author: Ryan Jenkins

9 min read

Read the news article

How much could your team accomplish if they felt safe they couldn’t fail with a SAFETY NET?

In San Francisco on January 5th 1933 construction began on the Golden Gate Bridge. The chief engineer assigned to the project was Joseph Strauss. Bridge building was extremely dangerous back then and the industry norm was one construction worker would die for every million dollars spent on the project. Considering the high price tag of $35 million to build the Golden Gate Bridge, Strauss was committed to radically reducing the potential loss of life.

Even with immense pressure to finish the project on time and under budget, Strauss invested what would be $2,779,480 in today’s dollars to install a safety net. At that time, it was the most elaborate and expense safety device conceived for a major construction site. The net was strung underneath the entire length of the bridge and extended ten feet on each side of the workspace so that it protected everyone. It resembled the safety nets underneath acrobats that you see today.

“On the Golden Gate Bridge, we had the idea we could cheat death by providing every known safety device for workers,” Strauss wrote in 1937 for The Saturday Evening Post.

On April 28th 1937, Strauss and his team completed the construction of the tallest and longest suspension bridge in the world. They completed the project ahead of schedule, the safety net was said to have increased productivity by 25%, and the construction of the bridge cables was done at a rate four times faster than had been considered possible.

During construction, 19 men accidentally fell into the safety net, collected themselves and then got back to the work. Because of the safety net, workers weren’t focused on their safety but rather their success. Thus productivity and performance soared.

Today’s healthiest organizations find a way to have concurrent commitments to human dignity and performance. They don’t sacrifice the well-being of employees for high performance. They also don’t sacrifice performance to bend to every need of their employees. They strike a balance like Strauss did.

Strauss was a safety pioneer. His efforts set new standards for workers physical safety. The strides made since 1930s to keep workers physically safe has been remarkable. The next safety frontier for leaders to consider is the psychological safety of their team.

Your team likely doesn’t fear death when they arrive at work, but they do fear failure, rejection, burnout, isolation, and other invisible threats.

The brain is always searching and seeking safety. No matter if workers are scaling tall bridges or preparing expense reports, in their gut, down their spinal column and in the deepest recesses of their mind lingers the most fundamental question of humanity. It’s the question the brain is asking five times per second of every day beyond our conscious awareness. The question is, “Am I safe?”

Much like how the Golden Gate Bridge workers experienced more success when they felt safe, when your team feels safe their freed to focus on loftier goals. The unconscious safety alarm in their head is quieted and they can finally show up fully to work not focused on survival but success.

What does safety look like for your team?

One invisible aliment that today’s workers need a safety net for is loneliness. According to my research of over 2,000 global workers, 55% of workers say they experience loneliness at least weekly; with 72% saying at least monthly.

Loneliness not only hinders worker’s health but their performance as well. Lonely workers are 7x more likely to be disengaged at work, 5x more likely to miss work, and 2x more likely to think about quitting. Currently lonely workers have no safety net. They are falling further and further into isolation.

Humans are social creatures. We have a deep desire to be accepted, cared for and involved in meaningful community. These desires were (and continue to be) essential for our survival. Our ancestors who roamed the plains, lived in tribes where becoming separated or banished from the tribe made survival unlikely. Our brains still function the same way at work, when we feel excluded, we become vulnerable and feel unsafe.

Loneliness is invisible, and there is no tangible safety net you can install to catch team members descending into isolation. The safety net comes in the form of psychological safety and creating a connectable culture where people feel comfortable to connect with each other.

The mental health resource workers want most is a more open and accepting culture. Essentially they want psychological safety… a place where they feel that one’s voice is welcome with bad news, questions, concerns, half-baked ideas, and even mistakes.

Teams can be lonely places. People can feel vulnerable and exposed if they believe their teammates don’t support their ideas or appreciate their work. These interpersonal struggles intensify for remote workers who lack the support of a nodding ally across the table in a meeting.

It’s challenging for leaders to create psychological safety because by virtue of their role they have power, and power is a barrier to psychological safety. In order to counterbalance the weight of their powerful role, leaders have to go out of their way to intentionally and strategically build psychological safety. Luckily this safety won’t cost you $2,779,480 like it did Strauss.

When workers feel psychologically secure and protected, their need for belonging is fulfilled and thus loneliness is lessened. Leaders who create psychological safety among a team also reap benefits much like Strauss:

12% increase in productivity
27% reduction in turnover
40% reduction in safety incidents

Just like the 19 bridge workers who bounced back from their falls, lonely workers can rebound out of isolation when the psychological safety net is in place.

Want help creating a more connected workforce? Check out Ryan’s latest Wall Street Journal Bestselling book: Connectable.

Was this article helpful?

Further articles you may enjoy:

(25)

The Rise of Resilient Leadership

The need for resilient leadership has never been more urgent in today’s unpredictable global climate, where economic volatility, social upheaval, and technological disruption dominate headlines. For event planners and corporate bookers, understanding and curating experiences around this theme can spark not only thought-provoking discussions but also provide actionable frameworks for organizations navigating complexity. Why Resilient […]

June 26, 2025

Riding The Bull | Jason Hewlett

You cave to peer pressure and put your name in a contest to riding the bull. Suddenly – you win! What was a joke and dare moments before, you now see your name on the rodeo board, everyone is freaking out with excitement because you were chosen, and the exhilaration quickly turns to dread. This […]

December 22, 2022

Employee Engagement your Business Strategy

It is a common understanding of a vast majority of leaders that the employee engagement is a company’s most important asset. But in reality, that is only true if the majority of the workforce is fully engaged in their work. If not, they are either adding minimal value or are actively working against the organization. […]

December 20, 2022

Walking the Walk of Your Goals

Goals are easy to think of but harder to achieve, aren’t they? I mean, isn’t that the nature of goals to begin with? What’s missing between you and your goals might be walking the walk of your goals — not just talking the talk. Or rather, running the run of your goals. I’ll tell you what I […]

December 17, 2022

(17)

Dunder Mifflin Leadership Wisdom, Introduction

Welcome to the Dunder Mifflin Leadership Wisdom, where we draw inspiration from the legendary antics of The Office’s Michael Scott, Jim Halpert, and even Dwight Schrute. While the show may be known for its hilarious mishaps and quirky characters, there’s an underlying theme that every leader can learn from: the importance of motivating your staff. […]

September 20, 2023

Why Leaders Need to Unlearn to Move Forward

Why Leaders Need to Unlearn in today’s high-pressure, fast-changing business environment, where leadership is being tested like never before. Organizations are investing heavily in new skills, new strategies, and new systems—yet many still struggle to achieve lasting transformation. According to Carolina Caro, the problem isn’t what leaders are learning—it’s what they’re holding onto. Carolina Caro, […]

May 6, 2026

Why Leadership Speakers Matter at Corporate Events

Why Leadership Speakers Matter and why this has never been more important in today’s rapidly changing business environment. Organizations are navigating constant disruption, evolving workplace cultures, digital transformation, employee wellbeing challenges, and increasing pressure to innovate. As companies look for ways to inspire teams, strengthen leadership capabilities, and create alignment across their organizations, leadership speakers […]

May 13, 2026

THREE KEYS TO LEADING THROUGH ADVERSITY

In March 2020, when the world shut down and my live event calendar was wiped clean—I was concerned about working virtually and leading through adversity As my speaking business went online, I wondered if it would survive the transformation. Would I still have an impact? Would I still matter? I’m sure you asked yourself similar […]

December 22, 2022

Scroll Up

THE SAFETY NET NEEDED

Further articles you may enjoy:

The Rise of Resilient Leadership

Riding The Bull | Jason Hewlett

Employee Engagement your Business Strategy

Walking the Walk of Your Goals

Dunder Mifflin Leadership Wisdom, Introduction

Why Leaders Need to Unlearn to Move Forward

Why Leadership Speakers Matter at Corporate Events

THREE KEYS TO LEADING THROUGH ADVERSITY

Speakers Inc.

Explore Speakers

Company

Find the Perfect Speaker