How many of your safety meetings are focused on benefits of safety instead of being focused on rules? Let’s look at some of the benefits of safety.Read More
What would it take for your team to perform better in all things including safety? And are you the person who can get them there?Read More
What really is your role as a supervisor, a manager or even a front-line safety person? Knowing that role and accepting it can dramatically increase your effectiveness, help to overcome complacency and build teams who care about each other.Read More
Have you ever said out loud (or secretly wished) that senior management would openly show their support for safety so that the team would perform better in safety? Well, it turns out that you don’t need their help. Here’s what to do instead.Read More
You know that you want to improve your safety culture. You just may not be going about it the right way. So, let’s give you a tip on where to start to improve safety culture the more effective way.Read More
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.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. 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.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.Read More