Many companies’ website declare that safety is a core value. However, when supervisors and company leaders are rewarded for production and not held accountable for lack of safety, the message received from the top brass is that worker safety is unimportant.
Early in this series, I mentioned that the biggest challenge in creating a sense of urgency in a safety culture is leadership bad attitude. The most common problem that I face are supervisors or other leaders who simply don’t think there is a problem. They prefer the status quo. In their mind, the company’s priority is always production. This idea is reinforced when leaders not only have enjoyed their position for a long time, but also have been rewarded for their misguided work.
Actions speak louder than words. If a leader ignores safety in favor of production and is rewarded for it, why would he see a need for change? First, leaders must be liable for their inaction. Only then a vibrant safety culture will emerge with a sense of urgency.
Unfortunately, sometimes difficult decisions have to be made. It is vital not only to retrain supervisors and leaders, but also to provide them with the tools to perform their jobs safely and correctly. Additionally, it is imperative to help them comprehend that safety truly is a core value. If the leader or supervisor refuses to embrace his safety obligation duties, it may be your signal to dismiss him.
For many, the thought of firing a productive manager because he fails to practice safety just sounds horrible. Nevertheless, if a company is genuinely committed to initiative-taking and creating a safe environment as a core value, then they must hold all their employees responsible. Failure to act will result in leaders who will become a liability to the company.
Employees reflect their leaders. So, if you see a leader who is organized, efficient and disciplined, the rest of the employees will reflect that. If a leader is focused on safety, the rest of the employees will reflect that as well. On the other hand, if a leader pushes aside safety every time he is under pressure to get the job done quickly, employees will adopt the same attitude about safety.
The moment supervisors are sure that they will be held accountable for their actions when it comes to safety, they typically comply. leaders who display a bad attitude, have done so because they Believe that the company has their back and supports that attitude. For them to truly change, they need to believe they will be held accountable.
These exacting judgments convey a powerful message that reverberates throughout the entire company about their values. They earn the respect of all employees and leadership alike. In turn, a significant mark in company culture will be made.
Originally, I intended to write a series on the attributes and characteristics of safety leaders. My thought was to pen the first blog on the Sense of Urgency. Nonetheless, the Sense of Urgency developed into a succession blogs over six months. Discipline will be the next attribute or characteristic of a safety leader in which I delve. Tune in next month to ascertain if it is one blog or a continuation.
