I have a leadership role

What you can do in a leadership position

Do you have a managers or artistic leadership role yourself?

If you fulfill a managers role as a freelancer- for example as a director, choreographer, production lead, or creative director- you have power over others, even if it doesn't explicitly feel that way. That power directly affects how safe people feel about speaking up, admitting a mistake, or setting a boundary.

You might feel afraid of making mistakes, or feel vulnerable to gossip, reports, or a negative group dynamic. So where can you turn, and what agreements can you make about this with your client? See what you can do here:

Recognize your position

The first step is recognizing that you hold a position of power, even if you don't experience it that way yourself. People on your team or production depend on your judgment, your network, or your decisions. That affects their behavior, even if they don't say anything about it themselves. Power also unconsciously makes people less empathetic and less sensitive to signals from those around them, which means that as a manager, you need to actively compensate for what you yourself are less likely to notice.

Set a good example

Psychological safety starts with the person who holds the most power. Someone who shows vulnerability themselves, admits mistakes, and stays open to feedback makes it safe for others to do the same. Someone who doesn't do this unintentionally creates a culture of silence. Showing vulnerability isn't a weakness here, but a precondition for trust and effective leadership.

Make clear agreements

At the start of a collaboration, discuss what your standards of behavior are, how feedback is given, and what someone can do if something doesn't feel right. Concrete agreements lower the threshold for raising something.

Make sure everyone knows where to turn

Actively point out available support: a confidential counselor, reporting routes, and external support such as Mores. This is especially important for freelancers on your team who fall outside internal structures- it's important that they know there's also a place for them to turn to.

Speak up, even when it's uncomfortable

As a manager, you have a responsibility to raise behavior, even when it involves someone with a strong position or reputation in the sector. Not intervening in unwanted behavior is a choice, and that choice has consequences for the safety of everyone on your team. Teams where managers actively intervene in transgressive behavior consistently show higher levels of psychological safety.

Check in with your team

Ask regularly during the collaboration how things are going. Does the person feel at ease? Does the person feel able to do the work the way they want to do it? Ask further if you're unsure, and take signals seriously. Act according to what you agreed on beforehand.