Can you convince someone to buy-in to safety without management being on-board? Of course you can. It’s not impossible. It’s just harder.
I have deep convictions for safety. It doesn’t matter to me what others think about my safety values. I will do what I want as long as it keeps me and those around me safe. I have been scolded and chastised to just relax when it comes to safety. I turn a deaf ear to that suggestion. I drink the Kool-Aid. I have bought in. And honestly, my convictions for safety don’t change based on whom I work with. Some companies hire me to consult about improving their safety meetings. Others hire me to speak on personal leadership in safety. My values on safety stay the same.
I don't subscribe to conventional thinking. I own a Blackberry when the rest of the world is embracing the newest iPhone or Samsung. I drive the speed limit regardless of whether aggressive drivers flip me the bird and in an attempt to push me to break the law. I stick to my values in a discussion regardless of whether they’re popular or there is a risk that someone won’t like me. I’m not swayed by the opinions of others or the pressure to conform to conventional thinking. After all, conventional thinking is based in mediocrity and fitting-in. It’s average.
So when I hear the complaints that a safety manager’s hands are tied when it comes to improving safety culture just because senior management doesn’t seem to support their safety efforts, I get a little animated. OK, perhaps I may become afflicted by a mild case of Tourette Syndrome normally reserved for watching hockey.
Have Deep-Rooted Convictions For Safety
Larry Winget, a conference speaker and financial expert once said to a group of speakers (but it also applies to anyone whose job it is to influence others), “When you speak, most people won’t care what you have to say. In fact, most of them won’t believe what you have to say … but they will be checking you out to see if you believe what you have to say.”
And there is the key for safety managers, advisers and supervisors; have deep convictions about what you do and what you say. The people you work with will be checking you out to see if you believe what you have to say. But if you are going to allow your convictions and values around safety to be compromised by the fact that management may not share your enthusiasm for safety, you will have a tough time getting buy-in from front-line personnel.
In my blog post How To Shift Safety Culture Without Senior Management Support, I wrote that culture is not created in the management offices. Culture is created at the mid-management/supervisory level. Safety culture is also created in the relationship between front-line worker and immediate supervisor/safety supervisor. Since front-line employees rarely communicate with senior management, what they know, hear and learn about upper management comes from front-line supervisors.
Where Safety Culture Comes Alive
Safety is practiced and carried-out at the front-line - not at the senior management level. Upper management only reads the reports … maybe. Safety process, inspection and training takes place at the front line. Discussion about safety happens at the front line. The most important influence that a front-line worker has is his/her immediate supervisor and front-line safety supervisor. That’s where the influence is made. That’s where values are challenged. That’s where convictions for safety are tested. That’s where safety buy-in takes place.
Can you convince someone to choose safety for themselves without management being on-board? Of course you can. It’s not impossible. It’s just harder.
Oh sure, it would be great if management supported you. But you don’t give up just because not everyone sees safety the same way as you do.
Safety Leadership Has Nothing To Do With Management
Safety leadership has nothing to do with a management position. You don't have to be in upper management to be a leader. Leadership is not management. So be a safety leader - someone who can get things done in spite of their circumstances.
The job of safety managers and supervisors is to lead front-line employees to safety, to get them to buy-in to safety for themselves. That takes personal leadership - not a blessing from senior management. Yeah, it's nice to have the blessing but not necessary.
And if you’d like to consider having me bring a message of personal leadership in safety to your front-line employees and help them to buy-in to safety, let’s start a conversation. I will provide you with everything you need to send it upstairs to convince senior management that safety is worth the investment.
