Most organizations that seek to achieve safety excellence realize that this performance level can only be attained with strong leadership. When it comes to safety, there are two prevalent leadership philosophies. There is a stark contrast between the resulting safety cultures. We can better understand the differences by realizing that each is grounded in very different motives. One approach emphasizes control, while the other starts with caring.
Control = Compliance
Some managers define “strong leadership” as carrying a big stick. These managers believe that any time there is an injury or near miss, their principal responsibility is to hold people accountable. In practice, this means that the primary reason they have any safety conversation is to exert more control.
These managers believe that if people would simply comply with the policies, rules, and procedures, then no one would get hurt. Armed with this reasoning, they strive for greater control by criticizing actions that are inconsistent with established policies. Safety conversations center on correcting errant behaviors through counseling or discipline.
This safety philosophy leads to a Culture of Compliance.
The graphic shown here demonstrates the actions which lead to this kind of safety culture, which is summarized in the following statement:
If the reason (Why) you have any safety conversation is to exert control, the approach will be to criticize (How) and seek compliance through correction (What).
A Culture of Compliance results in a false sense of improved safety performance, because many incidents are driven underground. The official safety numbers may look good. However, the number of unreported near misses and unrecorded minor injuries are indicative of an insidious safety culture. Because the causes are never acknowledged and addressed, they accumulate until a significant event occurs. Continue reading
Which is a more valuable resource to you: time or money?
Before you answer, consider your personal life. How do you spend your time? Many of us feel time-constrained with all the things that we believe must be done throughout our busy days. A survey from a few years ago showed that twice as many Americans would prefer two weeks of vacation over two weeks of extra pay!
According to noted psychologist Abraham Maslow, once we have satisfied our basic needs, we pursue the need for self-respect. We also have the desire to be accepted and valued by others. Ironically, our efforts to achieve a certain level of esteem often results in a great deal of time spent on a daily “to-do” list. This leaves us with the feeling that we do not have enough time for ourselves, let alone others.
However, a recent study by Cassie Mogilner and others suggests that our perception of how much time we have available is related to whether we spend time helping others. I found this study fascinating because of its relevance to my personal and professional life.
Change is hard. Leading others through change can be a daunting
challenge. However, if leaders understand and apply some basic principles, even large organizations can be re-aligned and move in a different direction.
I was thinking about this as I watched a video about operating a large rail yard. I noticed that when an engine hooked up to a long train of cars, the engineer did not simply pull forward after it was coupled. Instead, he backed up first. Then, he slowly accelerated forward. By backing up, the couplings between each rail car were compressed. As a result, when the engine started forward, there was a small amount of slack in the couplings between each car. When the engine started moving forward it was pulling (for an instant) just one car – then two cars, then three cars, and so on.
By following this procedure, the engine was able to eventually pull several hundred cars. If the engineer did not back up first, he would have to pull all the cars at the same time. The total weight of a long train would cause even the strongest engine to lose traction and spin its wheels.
This is a wonderful metaphor for leading change. Continue reading
We are influenced by the actions of others more than we may care to admit. Many researchers have confirmed that social influence has a powerful effect on our decisions.
We experience many forms of social influence, although we probably don’t think about it. Perhaps you purchased something after hearing about it from a friend or family member. Or you may have joined an organization or club because someone you know is one of the members. Throughout our lives, we have been powerfully persuaded or casually nudged thousands of times to make a decision or take an action because of social influence.
Indeed, the authors of Influencer contend that there are six sources of influence. They refer to one of these influences as social motivation (although most of us think of this as peer pressure).
Let’s review a recent study by Pedro Gardette of Stanford that supports this concept. He wanted to measure the effect of social influence on the purchasing patterns of airline passengers. Continue reading
Image courtesy of Atlantic Training
One of my summer jobs was working at a busy warehouse, filling wooden pallets with various orders of canned fruit or juice products. Forklifts then loaded the pallets on a trailer for shipping.
I remember the day I filled out the employment application. The job was on second shift. It was hard to find anyone who wanted to work these hours, so I was hired. The woman from human resources asked me if I could start working the same night. I showed up 30 minutes before my shift for orientation. While I don’t recall everything that was said, the supervisor’s safety expectations were memorable. The speech from Lyle went something like this:
“Most of these guys have been working here for more than 15 years. So ask them anything you want to know. The work isn’t that hard, but you can expect to get a few minor injuries before the summer is over. Nothing serious – maybe a gash from a box cutter or a sore toe from a case that is dropped accidentally. No open-toed shoes, by the way. There’s a first aid kit in the break room. If you need something more than a bandage or ointment, come see me. Now look, the number one thing you need to remember is that those guys running the forklifts are moving fast. The sooner we get these trucks loaded, the more time we all have at the end of the shift to relax. So stay clear of them at all times. They have the right-of-way in the aisles. Any questions?”
What questions would an 18-year-old ask? I had none.
All of us know about the importance of giving and receiving feedback. If the goal is improved behavior or performance, effective and timely feedback is essential. Most of what we read on this topic is focused on how to give feedback. There is considerably less advice on how to get useful feedback from others.
Most of us are not well equipped to receive feedback in a way that encourages people to be truthful. The person giving the feedback can easily be dissuaded from sharing the truth with you. The difference between receiving qualified feedback versus unvarnished feedback is determined by your reactions to the person who is giving the feedback. Without an honest assessment, it is difficult to change our personal behaviors that target our weaknesses.
Peter Bergman recently summarized some key actions that the receiver of feedback can take which will significantly increase the likelihood that the feedback will be useful. According to Bergman, there are five ways that we can improve the way that we receive feedback.