Asking people to think safety doesn’t help; it makes the frustration feel worse.
What part of safety do you want to fix? You will have a problem answering that question specifically. It will frustrate you that you cannot seem to articulate the exact part of safety that you want to fix. And if you feel some frustration, you will better understand why your people have a difficult time also fixing safety, or even rallying around it.
By implementing an internal marketing strategy for safety, employees are treated as critical stakeholders who must be convinced of a company's safety vision.
To get employees to buy-in to safety, you need a consistent and compelling message that resonates with your people. And, to be clear, a compelling message is not some safety slogan you downloaded from the Internet. Don’t just take something you think is clever that someone else came up with and turn it into posters all over your workplace. You’ve got to understand what resonates with your team.
You need the right message, at the right time, to the right people so that every employee is working toward common goals in safety.
You’re planning a safety stand-down, safety event, safety day, whatever you want to call it. I’ll stick with stand-down. So, you’ve set aside your dates, got a budget from your senior managers and you’re busy making plans for what you are going to do for your stand-down. Now, before you plan any further, I want to pass along some advice that will make your stand-down be much more effective.
If they’re not giving you safety, it’s because you’re not giving them what they want.
To paraphrase a quote, the secret to getting what you want is to help enough other people get what they want. Zig Ziglar said that. He wasn’t wrong. Help enough other people get a win for themselves and they are more likely to help you get your win.
Effective workplaces are those places where employees feel valued, cared for and protected.
Without getting into long descriptions, good workplace safety culture is the result of attitudes and personal and corporate values aligning. If apathy in the workplace exists, little care will be given to safety. When the quality of the work is “good enough,” apathy in safety exists. If employees think it's a lousy place to work, then safety will take a back seat. Poor safety attitudes will impede becoming a top performer. That reflects in both safety and financial performance. A broken safety culture will have an impact on overall corporate performance.
What if instead of guilt and fear and manipulation tactics, you simply cared?
When you really think about it, there are only two main ways to get people to join in your safety program and for them to buy-in to the idea of safety: you can either manipulate or inspire. Either you pull on the heartstrings to try to guilt them into following rules, or you help them flip that internal switch that kicks-in their motivation and fires up their personal leadership capacity. Before you decide, know this: manipulation does not create leaders.
Don’t waste your one-on-one time with your people enforcing rules.
I’ll let you in on a little secret. When employees buy-in to safety, you don’t need to police them anymore. Where you once spent a great deal of time on enforcement, you can now replace with coaching and mentoring. Trust me when I say, coaching and mentoring is infinitely more satisfying.
Focus on the plan to improve the things you're not already doing. Not the goal.
Once upon a time, in the mid-90’s, I was working in a sales job. At the start of each month, our sales manager would assemble all the sales reps in a room and ask each of us for our specific sales goal for the month. He wasn't asking us what our plan was to make more sales. He was asking for a number.
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.
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.