What the Vasa Ship Experience Can Teach Us About Leadership

The VASA, Stockholm, Sweden

I love learning about history and culture when I travel. Recently I had the opportunity to visit the Vasa Museum in Stockholm, Sweden. In 1628, the Swedish warship Vasa set sail on its maiden voyage—only to capsize and sink less than an hour later. It was one of the most advanced ships of its time, beautifully adorned and heavily armed. But beneath the gold trim and towering masts lay a fatal flaw: the ship was top-heavy and dangerously unstable.

The tragedy wasn’t just about faulty engineering—it was about faulty leadership.

Historians believe that King Gustavus Adolphus himself demanded changes to the ship’s design, insisting on additional cannons and ornate embellishments that compromised stability. The shipbuilders and engineers, aware of the risks, reportedly lacked the courage—or the permission—to tell the king that his grand vision was impossible to execute safely. The result: a national embarrassment and the loss of many lives. The ship was beautiful but did not fulfill it's mission.

This is an example of the lack of psychological safety in the workplace and unfortunately it can be evident in today's workplace. Even well intentioned leaders in a fast pace environment can fall into the trap of not effectively soliciting input from the team.

Building a Culture of Psychological Safety

The concept of psychological safety, the belief that you can speak up with concerns, mistakes, or ideas without fear of blame or ridicule, is imperative in today's organizations.

Here are a few ways leaders can create that kind of culture:

1. Respond Calmly to Bad News. When someone brings you a problem, your first reaction matters. Instead of frustration or defensiveness, thank them for their honesty. A calm, measured response signals that truth is valued more than perfection.

2. Ask Questions Instead of Assigning Blame. Curiosity fosters trust. Try asking, “What do you think caused this?” or “What can we learn from it?” These questions shift the focus from who’s at fault to how we can improve.

3. Model Vulnerability. When leaders admit their own mistakes or uncertainties, it normalizes imperfection. Saying, “I missed that too” or “I need your input” creates space for others to do the same.

4. Reward Candor. Recognize those who raise concerns early—even when the message is hard to hear. Publicly appreciating honesty reinforces that courage is valued.

5. Make It a Habit, Not a Moment. Psychological safety doesn’t come from one speech or policy—it’s built over time through consistent behavior. Regular check-ins, open-door policies, and post-project debriefs all reinforce that truth-telling is safe and expected.

The Real Lesson of the Vasa

The Vasa didn’t sink because of poor craftsmanship—it sank because the people who saw the danger didn’t feel they could speak up.

Leadership isn’t just about having a vision; it’s about creating an environment where others can challenge that vision when it’s flawed. Great leaders understand that silence can be more dangerous than dissent.

When truth can surface freely, the organization stays afloat. When it can’t, even the most magnificent ship can sink within sight of the harbor.

“When leaders ask for help or share something they’re curious about, they make it possible for others to do the same.”

Minette Norman

Here’s to keeping your ship upright and your crew brave enough to steer you straight!

Dr. Julie Olsen