Anderson: Why psychological safety matters in trucking

On a recent flight, I overheard a trucking safety professional from a well-known carrier speaking to one of his professional drivers:

“I <expletive> told you, <expletive>, not to tell anyone how much you’re making. You’re a <expletive> truck driver. You’re doing a terrible <expletive> job. Now, go do it—and don’t bother me again.”

Then he hung up.

The conversation made me cringe for this driver and for our beautiful industry. This safety professional had no idea who could hear him. It’s no wonder the public often holds a negative perception of trucking.

Humans are a fleet’s most important asset. Safety in trucking involves more than measuring driver scorecards. It requires creating the conditions where drivers and teams can thrive.

Honesty, learning, and growth coexist when organizations set high standards while fostering trust. This is the essence of psychological safety, a concept popularized by Harvard professor Amy Edmondson. The term refers to a team’s shared belief that members can take interpersonal risks without fear of negative consequences.

In psychologically safe environments, people feel empowered to:

• Ask questions without retribution or appearing uninformed
• Admit mistakes without fear of punishment
• Offer ideas without fear of rejection or ridicule
• Challenge the status quo respectfully

Now, consider the driver on the other end of the call. The driver might have thought about those harsh words long after the call ended.

The hidden distraction

Even though Distracted Driving Awareness Month has passed, the way these interactions compound risk on the road should remain top of mind. Emotional distress doesn’t stay in the moment—it follows the driver into the cab, affecting focus, reaction time, and decision-making.

When drivers replay negative exchanges, their cognitive load increases. Instead of being fully present—monitoring traffic patterns, anticipating hazards, and making split-second decisions—their attention is divided. That division can be just as dangerous as checking a phone, listening to music, or adjusting a GPS.

In many ways, emotional distraction is the invisible form of distracted driving—harder to detect but just as impactful.

This is where psychological safety extends beyond the office and into the cab. How we communicate with drivers matters, especially under pressure. Creating an environment where any employee, regardless of role, can fully contribute while being held to a high standard is imperative.

Psychological safety is not a one-time initiative; it’s a cultural shift. It requires consistent leadership behaviors that are modeled by leaders and reinforced by other employees across the organization.

As I reflected on the conversation I overheard on the plane, I wondered: What is this safety director’s supervisor like? Does he or she know how this manager speaks to their drivers?

Safety culture starts with leadership

Leaders set the tone. If they appear defensive, dismissive, or overly authoritative, employees will quickly learn to stay silent. A simple shift from “Why did you do that?” to “Help me understand your thinking” can change everything.

Here are a few ways leaders can reinforce psychological safety:

1. Admit when they don’t know something. Learning together builds trust.
2. Acknowledge mistakes openly. No one is perfect.
3. Ask for feedback. Simple surveys can reveal valuable insights about how employees feel.
4. Make learning part of the culture, not just a response to errors in driver behavior.
5. Encourage engagement through dialogue. Use online discussion boards to build communities where drivers can ask questions (especially “basic” ones), share lessons learned, and reflect on outcomes without blame.

Organizations must recognize that every interaction is an opportunity to practice safety. Dispatchers, managers, and leaders do more than exchange information in their conversations with drivers. They influence a driver’s mental state in real time.

By fostering a culture of psychological safety rooted in respect, clarity, and support, companies can reduce unnecessary emotional strain and help drivers stay fully present where it matters most: on the road.

Ultimately, safety isn’t just about policies, procedures, or compliance. It’s about people, and people perform best when they feel respected, supported, and safe to engage.