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?
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.
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.
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.
“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.
Safety leaders know that the safety performance is more than a reflection of the leader. It is a team effort of commitment to a common goal.
It’s called safety management for a reason. It is made up of two parts: safety and management. The best safety processes and procedures can still fail in the absence of good management. You may know processes and procedures like the back of your hand. But now, you must get more familiar in driving better team safety performance.
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.