When you'd rather die than challenge your boss...

Time for a little story.

In 1972, Eastern Air Lines Flight 401 was preparing to land in Miami when a small warning light came on. The captain became completely focused on figuring out what had gone wrong.

While he focused on the light, the first officer and flight engineer noticed something far more serious: the aircraft’s altitude was dropping fast. Both saw the risk, but neither spoke up with urgency. By the time the captain realised what was happening, it was too late. The plane crashed into the Florida Everglades, killing over half of those on board.

When investigators recreated the event, they saw the same pattern repeat again and again. They concluded:

First officers would rather die than contradict their captain.

They would rather die!!

This finding kickstarted major changes across aviation. The industry introduced Crew Resource Management: a process designed to flatten hierarchy, strengthen communication, and make it psychologically safe for everyone in the cockpit to speak up. The sharp drop in accidents that followed showed just how powerful genuine psychological safety can be.

The same dynamic shows up in our workplaces

Hierarchy, dominance, and fear of consequences all affect whether people challenge decisions or raise concerns. Under pressure, our biology moves us into survival mode. We narrow our focus, avoid risk, and hold back rather than question the status quo.

But when leaders create psychological safety in the workplace, everything shifts. When people feel safe to ask questions, raise risks and admit mistakes, they speak up sooner, learn faster and perform better. Teams make better decisions because fewer warning signs are missed.

Psychological safety is built long before the crisis

It grows in the calm moments. In the micro-moments that shape trust. How you listen. How you respond to challenge. How you handle your own mistakes. These small, human interactions decide whether people freeze or find their voice when the pressure hits.

So next time the stakes feel high, pause before reacting and ask:

What state do I want to create?

Calm is contagious. And so is panic. A leader’s nervous system sets the temperature of the room. The best leaders are the ones who help others stay steady enough to think clearly.

Want to learn more?

I recently spoke at a breakfast event about how we can build psychological safety at work long before the pressure hits.

If you’d like to explore this topic further, you can watch my talk CREATING A CULTURE OF PSYCHOLOGICAL SAFETY AT WORK.

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