As I mentioned earlier, it is difficult to create a strong safety culture when leaders don’t see anything wrong. We must find a balance and how we react to different safety situations. If company leaders perceive us as overreacting, they will continue to believe that they are perfectly fine in their opinion. However, if we don’t react, then they will perceive our inaction as consent or approval. 

If a smaller accident occurs and we fail appropriately react, it might send a message that it isn’t important. the same could be said of somebody participating in unsafe behavior or horseplay. Once again, safety leaders often must walk a fine line with how they react. Most supervisors that I know, often feel they are too busy to fill out the forms that the safety the department is asking for. When they do fill them out, they often do not fill them out properly providing minimal information that is often incomplete. If those forms are accepted without a word that also sends a message that what they’re doing is acceptable.

So how do you create a sense of urgency in a situation like this? How do you react in such a way that elicits proper concern for safety?

I believe that the key is by engaging leaders in a discussion. Asking them very important questions that caused them to think deeper into the circumstances surrounding an accident. By asking key questions, you show that you are reasonable because you are trusting in their expertise. At the same time, the questions obligate them to reconsider more deeply the circumstances of an accident.

Think about questions that will elicit a thoughtful response. Open ended questions are very good at that. You might want to ask them for instance “Can you tell me more about that?” “What is the greatest or most important factor in that situation?” “What can be done to solve this problem once and for all? “

Questions that require people to think of solutions are often the best.  They are especially good because once a person provides his own idea or his own suggestion, he is more likely to work to make that idea successful. People don’t want to create bad ideas that don’t work. They want their ideas to work and so by eliciting their suggestions you are also getting their cooperation.

In the end, when we react in such a way that compels other people to reflect more deeply on the circumstances around a safety issue, and they participate in contributing their ideas towards a solution you will create a greater sense of urgency around safety that is based on  reality and has support from leaders.   

As I mentioned earlier in this blog, what we say and how we react can be perceived as consent, overreaction, or thoughtful consideration. We need to get people thinking. The next blog in this series of creating a sense of urgency will revolve around how people perceive our message.