It is all about “YOU”

It is a new year. Businesses have compiled their 2018 safety statistics. They are looking at economics and at people. Who was hurt during this past year? What have we put in place so that those injuries won’t happen again? What are we talking about together for betterment? How did our systems contribute to our successes or to the injurie/s? What was the presence and the strength of Leadership support like around those people who were injured? Where are we most vulnerable safety-wise? How can we lead more effectively? How can we have an even safer workplace in this new year, 2019? How can we help employees to become more aware, more safety vigilant? And thus more able to return to their families at the end of the shift whole – with arms, legs, toes, fingers, eyes, ears – all intact. (Leaders, are you asking these questions?)

I don’t believe anyone wakes up in the morning and then upon entering the workplace plans on getting hurt that day. Nope. It doesn’t work that way. Rather, we go into work, we start our work, and our focus tends to wander from safety – inattentiveness – hurrying – trying to do two things at once – perhaps even emotionally upset at times. The result is that slips, falls, pinches, pinnings, caught between, run over, cuts, scrapes, and near-misses or worse scenarios come about. Somehow we drop the ball on being able integrate safety into the whole task from the initial safety reminders to the safety wrap-up at the end of the day. Even in-your-face safety signage doesn’t save the day.

It doesn’t have to be that way. Nope. Safety starts when YOU—the individual person takes a stand that YOU will work safe…all day. YOU will ask yourself where the biggest risks are and how you must prepare for them. YOU will watch out (as well), for your buddy and the newbie. YOU are an adult. YOU don’t want to have to wear a brace or a cast or bandage because of the pain and the inconvenience it’ll cause you. YOU don’t want to have to miss work or become a statistic. YOU will look out for booby-traps and surprises. YOU will be attentive to what is happening around you and with your specific task. YOU will be your own poster child for doing your work safely…because YOU want to…because it is the right thing to do, because YOU can think for yourself. YOU don’t need to have a safety prize for a reward, either. YOU decide to be safe…everyday, every moment, every task, constantly building on the good things you know and strengths you have. YOU make the decision!

Why am I beating this drum today for this newsletter? Because it is a clear aspect of Safety and Leadership. Until YOU can take a stand…a genuine stand…on YOUR own Safety, your head won’t be or stay in the game. And Leaders, Supervisors, Managers, CEO’s, you need to take your stand, too. Your stake has to be clearly and visibly in the ground. Your people need to know that you’ve taken your stance on safety and expect the same of them.

What does “taking a stand mean?” It means that not only will you publicly share that you recognize that YOU believe that working safely is important and something you must do, but you are, in addition, willing to ask all those you work with, to kindly hold you accountable to that stand. Will you do that? What’s your stand?

That’s the difference that makes the difference!

Employee Engagement…Really

engage with your employeesIn our November Safety Newsletter, I wrote about Partner-Centered Leadership. This is the most effective way to improve safety performance. This way of leading also results in improvements in most other aspects of the business as trust and interdependence are built and the environment is safe for the open flow of information. A key aspect of this is working with the people.

When I was the Plant Manager for a big chemical plant in West Virginia, we wanted to engage with the people as effectively as we could. We helped the people to form teams around their own work groups as well as being on site-wide teams to help improve other things. There were site-wide teams to address:

  • safety shoe quality, cost and fitting issues,
  • environmental improvement and reporting issues,
  • safety glasses purchasing and fitting issues,
  • addressing and correcting the roomer-mill chatter,
  • eliminating sexual harassment problems,
  • contractor safety improvement and coordination of safety training and
  • many other site-wide challenges.

As we moved to teams, we in management all realized that we had a lot to learn. For example:

  • Many people were very cautious and skeptical. How do we overcome this?
  • What did it mean to go to teams?
  • No one wanted to be seen as cozying up to management.
  • What extra work would be required?
  • Would there be a lot of extra training?
  • Would a person be required to come in during the day for a team meeting when they were scheduled for working at night?

In contemplating this shift in how we wanted to lead, it was clear that all of us had a lot to learn. For example:

  • Who would be the team leader?
  • How often should they meet?
  • How was the work to be shared?
  • Would the teams need a facilitator?
  • What is the best size for a team to be?
  • How do they keep track of their work?
  • Do we pay overtime for the meetings if they were conducted in an off-shift?
  • Do we pay for meals during the team meetings?
  • And on and on.

A really important resource for helping us was the Association for Quality and Participation (AQP) located in Cincinnati, Ohio. They helped us to set up a Chapter for our site and invited our teams to national meetings to see other teams from other companies and learn from them. All of us could see for ourselves that many companies were shifting to teams and that they were effective and fun. This was at the time of the big excitement about the quality movements in the early 1990’s.

These engagements with AQP were a big boost to us and really helped us to learn how to work in a team environment. Then the AQP was merged with the American Society for Quality (ASQ) and the whole team movement seemed to fade away.

But at our plant, we kept the teams moving, building on all we’d learned. We kept improving and learning together about what it meant to be really engaged with the people. Month after month the teams got stronger and more effective. The people in the teams became better leaders and the whole organization became leaderful, that is, when someone saw a need to improve something, they took the lead to get it done. The move to Partner-Centered Leadership became a real strength for us helping to eliminate injuries by 98%, reduce emissions by 88%, improve productivity by 45%, and increase earnings by 300%. The people sustained our safety performance at a Total Recordable Injury Rate of about 0.3 for 17 years.

The move away from AQP to ASQ was part of the broader shift to emphasizing costs, earnings, profits, and using big data to try to solve problems. Moving away from the people reduces the organization’s capacity for real, sustainable success. (Is this what has happened to GE?)

We kept key business indicators before us, but we did not lose sight of the people who make all this happen. When we brought the people side of the business together with the people side, things really improved.

partner centered safety leadership

Bringing the people and the business together is a powerful and effective way to release the energy and creative energies of the people to achieve terrific, sustainable results.

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