Kevin Burns Blog

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.

If you want people to care about safety, you have to first care about them. I was working with a group of minesite supervisors and we were discussing the needs of employees and how a supervisor can make sure that employee needs were being met. I asked this question: how can you show your employees that, as supervisors, you care? Here are some of the responses: Give good communication Improve your listening skills Be respectful of their needs Demonstrate persistence Engage them in problem-solving Recognize employees for their good work Take a time-out with employees Help employees to re-focus Show support for your people especially when they need it. All good answers. In fact, a lot of necessary answers. But the answer that wasn’t mentioned was, perhaps, too obvious. It is the one thing that supervisors, managers, safety people, executives, and even fellow workers must do to show their fellow employees that they care.

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.

We have the best people and the best safety processes more than ever, so you have to wonder why we are still hurting people? For 50 years, safety has been promoted as being all about rules, processes, regulations, paperwork, inspections, reporting. We’ve organized a lot of meetings, and talked far too much about rules, and we’ve endured death by Powerpoint, and tried to get traction on the cutesy slogans, and tired, worn-out clichés. Oh, sure we've developed some new technology but mostly to make it easier to pencil-whip checklists and file reports. There’s not much that has been developed to make safety more engaging, and inspiring, and motivating.

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.

There are two approaches taken to safety meetings and usually both are wrong. This video explores the two most common forms of ineffective safety meeting ... and what to do instead. In this video, you will learn:

“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.

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.