What employees want from the job can change your culture.
In my last post (When Employees Don't Give You Safety Performance), I presented an overview of what employees want from their supervisors and immediate managers. This time around, we are going to take a look at what employees want from their jobs. Because if they don’t get what they want from their job, why would you expect them to give their best effort, especially in safety?
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.
A safety system by itself doesn't make the organization any safer.
Driving instructors have a system for teaching people to drive. Sports coaches have a system for improving player performance. Almost everything in this world has a system. There’s even a system for generating your paycheck. But, the system doesn't pay out unless someone tells it to.
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 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.
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.
Safety leadership is about putting leadership skills into the hands of the people who are responsible for safety.
What’s that got to do with me? That is one of the first questions you ask yourself before you commit to doing something, or volunteering for something. You want to see the direct benefit back to you. Even in charitable giving you get a win. That’s why you do it.
Employees respond better to those things in their work where they can see the benefit of their own full participation. Show the employee his or her win and you will get their engagement. Safety is included in that.
Cut through the clutter
Everyone is busy. There are more than enough people asking for your attention and making demands on you each day. You have to be picky about the things that you give your attention to. You do not have an unlimited amount of energy or time. That’s why books and videos and articles and videos on safety get your attention. You have responsibilities in safety. You want resources that help you perform better at safety. Easy peasy. You pick the resources that speak directly to what you’re trying to do. There’s a win for you.
Without management’s public endorsement of safety you can still build a strong safety culture.
It doesn’t happen often. But occasionally, I get a call to help out in convincing a few key members of the senior management team of safety’s importance. The first question I ask is whether the senior managers are actively preventing employees from buying-in to the safety program or purposely undermining the safety program in any way? No is always the answer.
And so, we discuss options to improve teamwork in safety at the front-line, build a more robust safety culture at the front-line and make the safety program more attractive for senior managers to want to be part of it.
Senior management does not need to be gushing about their undying support of safety in order for safety to become more prominent. Don't worry that senior management does not appear to be supporting safety. Without management’s public endorsement of safety you can still build a strong safety culture. Oh, sure, it might be easier to get buy-in from employees if management is on-board. But it’s not impossible. It’s just going to take a little more work.
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.