I get asked to visit companies and “diagnose” why their behavioral safety program has “lost steam” or never got off the ground to begin with. Inevitably I find the whole shebang is being run by the safety department and a few anointed safety enthusiasts who do all the observations.
When folks are brought together around some common task or set of tasks, their earliest experiences “set the tone” for the team. When team members develop the positive attitude that they can succeed, they are more likely to do so.
Too often safety and health professionals work under the illusion that the advice they provide to someone is “helpful.” If only giving “help” were so easy.
Is there a parallel between all-time low consumer confidence in economic recovery and worker confidence in their company’s safety commitment and performance?
You know you’re a safety geek when you slip and land on your butt on the bathroom floor in a factory’s front office thinking, “What at-risk behavior did I do to earn this bruise?”
Chris Eirvin and Wade Hunt are movers and shakers. As I have visited with them and tracked their progress over the past few years, I have been incredibly impressed by
Something interesting happens to folks when they make it to the top in business. They become remarkably prone to lose touch with the people down the ladder – the people who do the work and make or break the company.
Moving beyond BBS means using today’s technology to make proactive data real time. It hits the desks of safety staff and senior leaders as it happens and is recorded. This way, senior leaders can quickly intervene or can offer recognition for a job well done.
