Can you seriously call it “employee engagement” if the employee has little to do with it? Safety engagement needs to connect better.Read More
Twenty years ago, most of the safety jobs that exist today, weren’t around. In another ten years, most of the safety jobs as you know them will have disappeared. New ideas make way for new approaches. And for anyone who thinks that safety will be the same in ten years from now is not paying attention. Everything cycles, including safety.
Companies are already realigning how they do safety, how they integrate safety into everything they do and every person they hire. And companies are starting to question why, if safety is everyone’s responsibility, why do they need so many safety people on the ground? The better that companies train their supervisors and their front-line employees, the more likely that safety will simply become integrated with every part of the organization. And the need for advisors waiting to be asked a question will likely disappear. As it should.
A true safety person should be approaching their work with the mindset of making their positions irrelevant and redundant. Safety will eventually become fully integrated into the way you work – which is really what you are trying to do isn’t it? So, how is this leading toward creating an alternative to safety departments? Well, read on and watch the video below for an example of where you can see it in action daily.Read More
We don’t need more safety rules. We need more buy-in to safety.
It feels like safety is in a transition place – where the compliance and punitive consequential measures of the past are giving way to more of a sense of community and teamwork. Where rules-based safety programs are giving way to higher levels of engagement, awareness and participation. Where safety managers are acting more in a consultative role instead of the clipboard carrying, looking-over-shoulder types of the past. There seems to be greater acceptance by employees of the role of safety in the workplace even though that role is still in flux. But there is still resistance to safety by some employees (there is certainly no widespread and universal acceptance of safety) largely due to how safety has been positioned in the workplace.
We’ve never had better safety processes and procedures than what we have today in our workplaces. But workplace disengagement numbers are still disappointing. Only a third of our people feel actively engaged, satisfied and taking an active interest in the work they do. Two-thirds do not. Based on those numbers, which group do you think is at risk of experiencing a workplace incident more? The one-third who feel actively engaged, satisfied and take an active interest in the work they do? Or the two-thirds who don’t feel connected to their work?
If you are trying to connect people to safety before you are connecting them to their work, you are skipping a step. You cannot effectively communicate with someone who is not engaged in the conversation. But you try anyway. You hold safety meetings where, by the very numbers above, two-thirds of the group in the meetings aren’t fully engaged. No one takes notes or writes anything down in meetings or briefings. No one commits anything to paper. Essentially, you rely on their memory. Ever lost your keys or forgot someone’s name? Mm hmm. But you will remember everything from the safety briefing though, right? Forgive my sarcasm.
People who are not engaged in their work are certainly not going to be engaged in safely doing the very work they’re not engaged in, are they? So how can the engagement problem get fixed and build better buy-in to safety? Read on below and watch the video about a unique way of rallying your people around a common cause.Read More
Safety is not a process problem. It's a marketing problem.
For fifty years, since the creation of the Occupational Health and Safety Act, we have been trying to get our people to embrace safety through mechanical means and clumsy attempts to scare them into safety (gruesome stories, gut-wrenching videos, fear and scolding). We’ve tried punitive rules enforcement, checkbox processes and procedures, and endless streams of paperwork. We create mind-numbing, PowerPoint-laden safety meetings and still get exasperated that we can’t seem to create employee buy-in. Had any of the above been the answer, surely something would have been successful by now. But these are all mechanical means and mechanical means don't create employee buy-in.Read More
Driving along the highway, you look down at the speedometer and confirm that you are travelling at exactly the speed limit. Suddenly, you see a police car at the side of the highway with a radar gun pointed in your direction. Despite that you just confirmed that you were travelling the speed limit, you ease up on the accelerator anyway.
You were not speeding but for a moment you doubted yourself. As a result, you suddenly overcompensated creating a higher-risk situation for the other drivers by driving under the limit on a busy road. In that moment, you were more worried about avoiding a ticket than you were confident that you were driving correctly.
A police car handing out tickets is an exercise in compliance. Driving the speed limit voluntarily is done through being engaged in your driving, leaving yourself enough time to arrive on time and by a high level of awareness in road and traffic conditions – as well as caring about your own safety and the safety of those around you. So, what has this got to do with building better engagement in the safety program? Read on and watch the video below.Read More
One of the questions I am asked most often is: how do I get my people to care more about safety? The truthful answer is that they already do. What you don’t want to hear, is that what you’ve been selling them all of this time isn’t safety.
You’ve been selling them paperwork, and rules compliance, and process and procedure. You’ve been selling them legislation, and consequence, and PowerPoint-heavy meetings and “wear your damn PPE.” You’ve been selling them officers and advisers looking over their shoulders waiting for them to mess up. And, you’ve been selling them “go home safe” as the point of the exercise. You’ve been selling them all of the things that THEY are required to do and very little of what YOU, the company, are going to give them. Now, learn how to improve the level to which employees care about safety by continuing to read and by watching the video below.Read More
There is a marked difference between a rally and a protest. Simply put, a rally is usually in support of something. A protest is in opposition to something. If you want to be part of showing your support in favour of something, you rally.
At a rally, generally, everyone is well behaved and orderly. There may be some chanting, but it is usually done in unison to wave the flag of support for a specific cause. You may also find that the rally is better organized - with a sound system, an agenda and speakers to address the rally.
At a protest, however, the energy is different. The chanting is louder and full of emotion. There is shouting, fist-pumping, marching and often there are confrontations. Protestors can be incredibly passionate about their cause and they want the world to know where they stand. Occasionally that emotion can spill over into over-the-top behaviour. Agree with the protest or not, a protest gets your attention.
Where a rally might last an hour or two, a protest can drag on for weeks with seemingly no reduction in energy or passion by the protesters.
How can a protest affect your safety program? Read on and watch the video below....Read More
Perhaps your company was doing great from a safety performance standpoint and then suddenly, you had an incident. As a reaction, you double-down on safety process and procedure: have more meetings, enforce the rules more, have more inspections. You know, the usual suspects. Maybe even hire an outside safety speaker to turn up the volume on safety. Your immediate thinking might be that somehow the collective eye of the company was taken off safety for just a moment when it all went south. And now, you feel that you’ve got to get the focus back on safety.
Since the problem seems to be safety, the thinking goes, then the solution must be more safety. But nothing could be further from the truth. Safety isn’t the problem. Your safety protocols work. Safety procedures have been tested and passed. Rules and regulations have been discussed with employees ad nauseum. You've never had a better safety program. It works exactly the way it is supposed to.
Well then, complacency must have somehow infiltrated the safety program, you might be thinking. If you can fix the complacency, then you can fix the problems that create the incidents in safety.
That’s the traditional, linear thinking. And if only it worked that way. But, that’s not entirely where the problem exists. Besides, safety complacency isn’t fixed from the safety side. It’s fixed from the engagement side. So now you are asking how you do that from your front-line position? Read on and watch the video below.Read More
Your favorite high-school teacher and the best boss you ever had have given you all of the clues you will ever need to become more influential in leading your people in safety. But what clues did they leave you? And how will you know which of the things they did will help you be a better leader in safety?
Well, let’s start with your favorite boss. Out of all of the bosses you’ve ever had in your lifetime, what is it that makes this particular boss best? Was it particular character traits, mannerisms, the way they spoke to you, the way they approached meetings or coaching sessions? Was it the way they seemed to be focused on your success more than their own? Was it a gem of an idea or observation that you will carry with you as a real learning moment for the rest of your life? They are your favorite for a reason.
Now, think about the best teacher you ever had and compare that person to the best boss you ever had. Study your favorite teacher for the same clues as your best boss. Where are they similar? Think about how each of them talked to you, coached you, valued you and pushed you to be a little better. The way they made you the center of the conversations with them. The way they connected with you.
It will be no surprise to learn that the things your best boss did and the things your favorite teacher did were closely related. There are things that people do for us that we enjoy, and we warm up to. You have responded positively to the positive influences in your life. You remember those positive influences fondly and are probably grateful for the mark they made on you. How does that affect you in helping your people come to safety more easily? Read on and watch the video below.Read More