Your supervisors were promoted because they cared about their teams. But nobody taught them how to turn that care into actual leadership. Here's what that's costing you—and how to fix it.
The safety industry insists that a strong safety culture requires senior management support. This belief has become the favorite excuse for poor frontline performance. The truth is, supervisors create a culture through daily relationships with their crews, not through executive endorsements or corporate policies. The supervisor IS the culture for their crew. Companies that equip supervisors with relationship skills get the safety culture they want, regardless of how visible senior management support appears to be.
Inc. magazine just confirmed what we've been warning about for years: only 30% of employees want leadership roles anymore. Your best people are watching fellow employees get promoted and struggle - then deciding "I don't want that job." Here's why this is happening, what it's costing you, and how to fix it before your competitors do.
Supervisor confidence can transform safety performance in industrial settings. Learn why confident frontline leaders are your most powerful asset in creating a strong safety culture. Learn practical strategies for developing the leadership skills your supervisors need to drive safety.
If you're like most safety managers, you've tried everything to improve your safety metrics. New programs. Better PPE. Enhanced training. Stricter policies. Yet somehow, the results never quite meet your expectations. What if the most powerful tool for transforming safety performance isn't another program or policy, but something far more fundamental? What if the key to breakthrough safety performance is already on your payroll just waiting to be developed?
In the world of workplace safety, there's a common misconception that to create a safety culture, you need buy-in from every single employee. This approach, while well-intentioned, often leads to frustration and slow progress. What if I told you that you're overthinking it?
