Kevin Burns Blog

Business development is the focus of most companies. Getting more customers, making more sales, upselling existing clients. Companies hone and adjust their marketing messages to attract more revenues. When more clients buy from us, there is cause for celebration.

Everybody cares about something. And they do care about it … in their own way. The challenge in getting your people to care about safety lies largely with how they understand and interpret the word safety.

Disengagement rates in the workplace are too high. In North America, Gallup says that 65% of North American workers are not actively engaged in their work. And that is going to spell trouble for safety. You’ve been trying to get your employees to focus on safety and your efforts have not been effective. Here’s why.

In safety, there are no trade secrets. That’s because the rules are the same in each industry. No one company gets an advantage over another because of safety regulations. No company is handed a better, less restrictive set of rules to operate by. The playing field is level. The rules are the same across each industry. So why do some companies find it so easy to get their employees to follow safety protocols and other companies struggle? Why are some supervisors able to more easily rally their crews around safety and other supervisors can’t seem to get their people to even wear their safety glasses? The answer is buy-in.

If you have been trying to help your team buy-in to safety but are having trouble getting the result you’d like, you may be focused on the wrong thing. In this week’s post, a three-step plan to improve the level of buy-in to the safety program.

Be safe. There are a host of reasons why you will want to stop saying it - including that it’s a terrible safety message and it’s nearly impossible to do.

You don’t need more rules and procedures in safety. You need more people to buy-in to what you are trying to do in safety. That is a very different issue. And it requires a different set of skills to capture hearts and minds of employees in safety. If you’ve adopted a leadership mindset, then you will have already spent time envisioning what needs fixing in your safety program. Without spending time to assess what’s wrong, you can’t possibly improve your program. Without a vision of where you would like to end up, you’ll stay stuck right where you are.

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.

Provide a clear and concise vision of where your crew is headed. What's your vision for safety? And don't say "no one gets hurt." That's not a vision - it is a hope strategy - fingers crossed that no one actually does get hurt. Face it, if you're a supervisor, foreman, manager or executive, you're in a leadership role. You're in charge. That means the responsibility for the performance and safety of the team is yours. As a leader, there is one thing you need to get right, and it will solve problems in so many other areas: you need to provide your people with a clear vision and direction. You need to tell them where you're headed. Every member of your team wants to know where the team is going.

You need to connect with employees in driving the things that are important to them. You feel like you’re saying the right things in safety. Some days your safety performance is great. Other days, you wonder if your team was listening at all. And it frustrates you that just when you seem to be making steps forward, a dumb little incident shows up. This is where you can change it up. You need a safety message that resonates, at the right time, saying the right thing so that every employee is working toward common goals in safety. And the goals are not numbers. Stop pitching numbers to your people. Numbers don’t inspire better performance.