The supervisor is the first line of defense when it comes to complacency.
You probably take great pride and talk proudly of your people, competent teams who do excellent work. But, from time to time little issues are starting to show up in the form of small mistakes, and memory and judgment lapses. That’s complacency-creep.
We have the best people and the best safety processes more than ever, so you have to wonder why we are still hurting people?
For 50 years, safety has been promoted as being all about rules, processes, regulations, paperwork, inspections, reporting. We’ve organized a lot of meetings, and talked far too much about rules, and we’ve endured death by Powerpoint, and tried to get traction on the cutesy slogans, and tired, worn-out clichés. Oh, sure we've developed some new technology but mostly to make it easier to pencil-whip checklists and file reports. There’s not much that has been developed to make safety more engaging, and inspiring, and motivating.
Ever thought about how to make mission, vision and purpose statements more powerful and to help improve safety doing it? Even more powerful than a corporate mission statement is a crew mission statement. Kind of like a team purpose or plan that galvanizes the crew members.
It seems like your people don't care about safety, but they do. Yes, your people do care about safety. They just don't care the way you care about it, because they see safety differently than you do.
Everyone cares about something. However, what's appealing and motivating to you is not always appealing and motivating to someone else. Your goals for safety improvement may be important to you, but your people need to have a benefit in working harder to reach those goals.
There are two approaches taken to safety meetings and usually both are wrong. This video explores the two most common forms of ineffective safety meeting ... and what to do instead. In this video, you will learn:
Good team members are reliable. They do the right thing at the right time for the good of the team. And, their co-workers can rely on them to do the right thing always. That goes a long way in building your reputation.
When you're at work, your team members want to be able to rely on the other members of the team. All of them. Would the people you work with, if they had to pick out three employees, name you as one of the top three most reliable team members in safety and who consistently look out for the welfare of others?
“Sending people home safe” has become an all too familiar phrase. It has become that thing people say when they used to say "safety first." It's a phrase that rolls off your tongue in an effort to prove that you have a commitment to safety. But there's a problem with it.
Sending people home safely is actually the least you can do. It’s what employees expect you to do. They show up at work expecting to go home safely. But truthfully, anyone simply enforcing rules can get people home safely.
Asking which traits make a good safety leader is like asking which auto parts make the best car.
A question was posed by a safety person asking what are the traits that make up safety leaders? Asking which traits make a good safety leader is like asking which auto parts make the best car. Is it parts that make a customer choose BMW over a Mercedes or a Dodge Ram over a Chevy Silverado? Nope. Not parts. It’s the whole package.
A car is tangible. You can see it, touch it, smell it, hear it and drive it. It is a thing you control when you are behind the wheel. Leadership, of the safety variety, is much the same except you can’t see it, touch it, smell it or hear it. But you can drive it.
Having a collection of car parts on your front lawn is useless. Having those parts assembled by a skilled technician is what makes it a car. Leadership traits mean nothing unless assembled by a skilled technician. Then, the collection of parts must be driven by a proficient driver.
Leadership is not a position. It is an attitude. Management is the position. One has nothing to do with the other. Safety too is an attitude. It is a state of mind and a way of living your life.
In PeopleWork, Kevin Burns presents his M4 Method of people-centered management for safety. Practical, how-to steps that frontline supervisors and safety people can master to promote a relationship-based culture focused on mentoring, coaching, and inspiring teams.