What if your "one thing" was to make a difference?
There are no such things as priorities. You can have a priority; one. But you can’t have more than one priority. Besides, it’s not a priority if it competes for attention with other priorities. You can have a lot of things that are important, or urgent or critical. But there is room for only one priority. It is that one priority that you can build a company, an ideal or a movement around.
To improve employee participation in the safety program, clear communications are key.
If you are going to communicate something in safety, what do you want to have happen? How exactly do you want your people to participate?
Informing people isn’t enough anymore. Your people are already bombarded with, on average, four thousand marketing messages each day. Everywhere they look, they are getting access to another message – competing with your safety message - even as recently as this morning.
But let's say that you are above-average in compelling and engaging your people’s attention during a morning safety meeting, as soon as they leave the meeting, they are faced with hundreds more messages that all compete for attention. So, to combat this, you have to be clear.
Are you meeting the needs of your people in safety meetings?
How many times have you seen presenters, with 10 minutes of solid information, stretch it into a 90-minute presentation? How does that happen? Here’s how. The person organizing the safety meeting is trying to fill blocks of time instead of developing content that will make a difference to their people.
If you want to change safety performance, you have to change the approach and the conversation.
In safety, there are no trade secrets. The same set of rules apply to every company within an industry. Construction safety applies to all builders. Mining safety is the same for every mine. Electrical safety is the same for every electrician. Whatever your industry, your competitors don’t get a leg up because they have different rules to play by. Everyone has the same rules and the same code.
If you want your people to care, do and say the things that matter to them.
Why won't people just follow the safety rules? Why don't they speak up at meetings or take the paperwork seriously? Tough questions to ask if you’re a supervisor or safety person trying to get their people to care about safety. But, here's the good news: you can make people care about safety.
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.
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?
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.