The trick is to find people like you, get you engaged and feeling like you can actually fix the shit that's stopping you from being productive, while also getting you to give space for people to fuck up now and then, because people fucking up and feeling okay with that sometimes leads to really great insight when instead of fucking up they do something great.
Basically, "safety" is letting people feel not-terrible for taking a risk and having it blow up in their face. That should be allowed on a team, and Google's research seems to show that teams who allow people to fuck up without making them feel bad about it tend to make better shit than teams who punish people for fucking up.
...to a point. If all you do is fuck up, that also violates the safety, on the manager's side because then they're not feeling safe letting people take risks.
What it comes down to is a culture where decision making is transparent, questioning the status quo is encouraged and no one person holds the power to make / break a product. At the team level you’re always going to have good managers and bad managers, but with the right culture the bad managers blast radius will be diminished. A good manager can’t do a whole lot to overcome a shitty culture.
My main point in writing the diatribe above was to deter the type of pleasant but dull middle manager who thinks that all they have to do to solve their teams’ problems is psychologize them. I’ve actually noticed this as a larger cultural trend: people blaming their own minds or the minds of others for what is an actual real problem in the world. If I can help clear the wool from a few low-level programmers eyes to help them see that they aren’t so different from an accountant or the fry cook at their favorite bar (and that this is not a bad thing!) I feel like my job is done.