Your Spring Cleaning - Are You Behind?

When I was a young boy, I marveled at the time and effort my mother put into her annual spring-cleaning. Mom planned a great deal – shopping for her supplies early to make sure that she never had to start and stop once she got moving. And mom was really focused on every detail of cleaning the windows, walls, floors, and all of the furniture.

Mom also kept track of her cleaning materials, year-to year, so she knew what worked best. Yes, that meant materials and tools that made her work a bit easier, more effective, and efficient. Mom always knew that if she planned well, used the right materials, and with the right effort, she’d get the kinds of predictable results she always wanted. It was a lot of work but mom took great pride in her results and all of her family appreciated all of her efforts. We jumped in when we could but she mostly wanted to tackle everything on her own.

Does this sound familiar? When it comes to EHS performance, we need to take our spring-cleaning efforts very seriously and start in the fall rather than the spring. Think about what you should be doing for your annual safety spring-cleaning and what you need to measure. Much like production or quality, safety needs to have regular forms of measurement, feedback, and information so adjustments, corrections, and interventions can be make before an incident and serious accident occurs. Regular information could mean daily, weekly, monthly, quarterly, and annually.

I like to break out proactive measures in three separate categories and give you a few examples of what your measures might include:

Operational Measures: Hazard Assessments Conducted, Hazards Identified and Corrected, Open Hazards and Days to Closure, Routine Work Stops and Safety Protocol.

System Measures: Near Miss Reports, Corrective Actions from Risk Reports, Risk Identification Reports, Elevating and Lowering of Risks Identified, and Risks Mitigated.

Cultural Measures: Climate Survey Perception Gaps along Critical Dimensions, Behavior-Based Observations (Percent Safe and Unsafe), Number of Observations, Observers Involved, Quality of BBS Observations.

This is just a short sample of pro-active measures that can be addressed for regular forms of information gathering that will allow for more proactive interventions and responses. One should move further to ask:

1. Which of these proactive measures most align with success when in it comes to reducing accidents and incidents?

2. Does your safety dashboard reflect the four or five activities and measures that have the biggest and most positive impact on safety performance?

3. Do you carefully and regularly assess and clean your dashboard with groups of people to gain greater insights into what needs to stay on the dash, while removing measurables that might be to be replaced or at least refined?

4. Do you have the kinds of tracking systems that enable you to accurately assess near misses and other potentially serious events, so you can proactively control hazards through associated abatement strategies and tactics?

Spring-cleaning involves more than simply assessing your EHS dashboard, it includes planning, training, communications, coaching, increased engagement, and improvement in materials, tools, equipment, policies, risk assessment, and procedures. No one can argue that spring-cleaning is an arduous task – but it needs to occur often. It needs to be done so that you can ensure you are measuring the right activities that have the greatest impact, holding people accountable to perform those activities well, and ultimately aligning all of your EHS efforts for long-term success through a dashboard that works. It’s time for your annual safety spring-cleaning – get moving – I think you may be at least a few weeks behind!

Your Sphere of Influence

I like Subway and a few times a month I eat there.   But there’s one location I no longer visit.  Here’s why.  There’s a young worker who is impolite, very impersonal, and at times, just downright mean and nasty.  She certainly takes the “customer” out of “customer service.”  I stopped going there because it’s a negative experience and I have alternatives.

I often tell people that you never know who you might meet that can help you.  Any chance encounter could change your life.  It may develop into a new job offer or a career change that takes your life in an entirely new direction.  Always flip the switch and be professional, polite, and smile! 

You, Your Managers, and Supervisors

Some managers and supervisors don’t get it either.  They start out their day like the Subway girl.  Impolite, rude, and sometimes mean.  They become unapproachable and their workers avoid them.  Who would want to work for such a person or discuss a safety-related issue with them? 

Take a moment, and think about a front-line leader who you work with that never seems to be happy.   How do people react with them?  Do others avoid them?  Is that manager able to get increasing levels of engagement from their workers?  Do the workers’ behaviors and moods often seem to reflect the mood and demeanor of their boss?  Now, contrast that with the other manager. Think about the other leader who is polite, smiles, and has employees wanting to work in their department.  See the difference?  Is that difference reflected in lower absenteeism, incidents, and other important indicators?  

We can engage people or drive them away simply through our disposition and demeanor.  I remember once asking a frowning worker at a retail establishment, “Are you happy?”  She said,“Well yes.” I replied, “Well, you better let your face know it.”  She smiled and immediately, the entire climate changed as well as her demeanor and mine.  You,  your managers and supervisors have that power too!  Tap into it.  Relationships matter – relationships improve safety engagement and your ability to influence the safety-related attitudes and actions of everyone around you.

Your demeanor matters, so check it, monitor it, and be aware of it - every day!

Are Your Millennial Employees Ready to Lead?

Jan Ferri-Reed, Ph.D.

It was only a matter of time! The Millennial generation has been pouring into the workforce since the late 1990s and increasingly they're being promoted to supervisory and management positions. That’s right where we need the most day-to-day safety leadership and support.  And by 2014 fully 36% of the US workforce will be composed of Millennials.  By 2020 approximately 46% of all workers will be Millennials. This means that Baby Boomers, Gen Xers, and to a lesser extent the Mature generation, will come under the direction of Generation Y supervisors before long, if they haven't already. If the perceived differences between Millennials and their predecessors are real, there could soon be rising tensions in workplaces across America.

There are those who believe that the Millennial generation will prove to be disastrous as leaders and we will see the effect in safety. They're generally believed to be well-educated and technologically savvy, but also over-confident, ambitious and filled with unrealistic expectations about their careers. That may all be true, but the biggest issues facing Millennials being considered for a workplace promotion revolve around their possible lack of readiness for the position. Generation Y supervisor candidates could be:

Unprepared for greater responsibility - There's a big difference between being responsible for your own efforts and taking on responsibility for the performance of a team of employees. Millennials will have to understand that as supervisors they will sink or swim based upon the efforts of others.  Can you see the effects with safety?

Intimidated having to supervise older workers - It can be difficult to command the respect of older, more experienced employees. Millennial supervisors have to find ways to command respect and loyalty from the beginning.  If they don't, their tenure in management will be short and less than sweet!

Overly "familiar" with their employees - Millennials are famous for projecting a casual attitude and 'familiar' demeanor.  But history suggests that it's best to keep direct reports at a professional but warm distance in order to maintain a sense of authority. It could be challenging for Millennial supervisors to maintain a delicate balance between friendliness and authority, especially when it comes to safety and the need to counsel and discipline. 

Vulnerable to stereotypes - All of the discussion about differences between the generations over the past few decades has spawned a lot of stereotypes that have been plastered upon various generations. Millennials increasingly dislike being pigeonholed, but in reality each generation has been stereotyped and Millennial supervisors need to avoid falling into that trap when they deal with other generations as well.

Don't let your Millennials fall into any one of these traps.  Discover their talents, coach them up and groom them to be the best future front-line safety leaders of your company.

Go to The Safety Coach Academy to learn more about this topic during our October 21 and 22nd Seminar in Pittsburgh, PA.  

Mental Toughness - Are Your Developing Yours?

Everything hasn’t always been rosy in my safety career, just as things haven’t been in yours.  At times there were difficult conflicts, personal attacks, layoffs, and political battles that tested my resolve. I never gave up — my sports background and upbringing didn’t allow for it.  That’s where mental toughness comes into play.

Mental toughness is about getting knocked down and getting back up with greater resolve, focus, and energy.  But it takes a certain mental fortitude not to cave in to self-defeating thoughts that tell us to “quit” or “take another career path.”  It’s about not giving in to the possibilities of failure.

Successful athletes and executives have a well-developed mental edge, tenacity, and competitive drive that catapult them to higher levels of personal achievement.  Can it be learned or developed?  You bet!  Mental toughness can be strengthened, refined, and embraced as an individual resource.

Mental toughness helps us to drive for the implementation of new processes, a formidable budget increase, the engagement of a key organizational leader, even sustained safety excellence.   It gives us an edge that helps to define success over failure.  But what can you do to get mentally tougher?

Sharpening Your Edge

Be Self-Critical.  In the mid 1980s, while working at the Kennedy Space Center (KSC), I found myself presenting to the center director and his safety advisory board.  This was the highest level safety meeting at KSC.  During my presentation, I over-projected, my mouth dried, and I couldn’t stop coughing.  I was so embarrassed!  In the end, I was okay, but not pleased with my performance. 

Over the years, I was determined to improve and I worked on my speaking skills.  I read more, scheduled practice time, rehearsal time, and I dug in to be my best whenever presenting to all types and sizes of groups.  Little did I know that my ongoing self-critique and hard work would lead to a career as a professional speaker, consultant, and coach.  Being self-critical paid big dividends.  If you want to become really good at something, be self-critical, develop a plan, prepare, practice, and deliver. 

See it Through.  Safety professionals get started, stalled, and stopped because of new or persistent organizational challenges and various forms of resistance.   Maybe a given task is mundane, difficult, or it forces you to work with people who aren’t very supportive.  But if you want to improve your mental toughness as a safety professional, this is the type of resistance training you need in order to become mentally stronger.  Make it a personal challenge to be placed in difficult situations as often as possible.  Hold yourself accountable to see new safety projects through till the very end.  Don’t make excuses — make plans for greater success!

Coaching is Key.  Individuals who want to get better and increase their focus and resilience, regularly seek out a performance coach.  Somebody to assess their strengths and weaknesses, to guide them, provide unique insights, direct them, and hold them accountable by setting up a plan for improvement.  It’s just that way – especially today.  Safety professionals who want to be their best need a coach to help them become their very best.  Every great performer has a coach to facilitate higher levels of achievement. 

The Need for Safety Professionals

This past decade, I have witnessed the need for an increasing number of safety professionals to improve their mental toughness, relationship skills, communication abilities, and professional presence.  That’s why I am delivering a seminar, Soft Skills for Safety Professionals, addressing those particular opportunities for improvement.  My friend and former college teammate, Oliver Luck will be a featured speaker.  Oliver is a former NFL executive and NFL quarterback who will discuss developing mental toughness. I’ve always admired Oliver’s drive and mental toughness.  In business, I’ve seen him in action, he’s seemingly unflappable. In case you are wondering, Oliver is the father of Andrew Luck, star quarterback of the Indianapolis Colts.  Oliver knows what it takes to develop mental toughness and he’s had a lot to do with Andrew’s resilience and ongoing success. 

We can learn a great deal from athletes like Andrew Luck.  There isn’t a young professional in sports tougher than Andrew.  He gets knocked down but keeps coming back, stronger and with more tenacity.  He’s also the consummate professional.  Andrew has an exceptional work ethic, communicates well, is a great teammate, has leadership presence, and again – he’s tough as nails!  Andrew has obviously had great coaching.

The topic of mental toughness has been spilling over into the business arena for quite a few years. It helps to create a point of separation, from good to great, and allows us to connect with others and inspire them!  Safety professionals, like you, need to tap into this kind of knowledge and become your very best.  Your organization is counting on you!

David J. Sarkus, MS, CSP is a coach, consultant, and speaker.  His upcoming seminar, Soft Skills for Safety Professionals will be held in Pittsburgh on October 22^nd and 23^rd.  You can learn more about this two-day seminar by logging on to www.SafetyCoachAcademy.com.

Collaboration or Cooperation – Which Would You Choose?

We all know that high performing cultures for safety rely heavily on engagement, collaboration, and cooperation.  But if you could choose only one, which would it be, collaboration or cooperation?  If you had to improve safety performance over the next 12-months, would you rather have a large degree of collaboration or cooperation?

Collaboration often requires working together to solve common problems or to complete a given task.  There may be specific roles, goals, or milestones to reach.  There may be particular skills and team synergies that have to be utilized for more efficient and effective outcomes.  And with collaboration, a focused framework of active involvement is often inherent. 

Cooperation implies a less formal structure, mostly without specific goals, roles, milestones, or team-related dynamics.  The word, cooperation also suggests starting and stopping in less formal ways.  It implies less active, more passive and spontaneous work.  Cooperation often requires very few written guidelines and even less task-related boundaries.  However, cooperative work arrangements are quite necessary to move forward, progress, and improve.  One might even argue that cooperation is part of the organizational infrastructure that catapults collaboration to entirely new levels of success!

Cooperation a Critical Cultural Dimension

I don’t think it’s fair to choose one over the other, but I do believe it is important to seek higher degrees of both collaboration and cooperation, especially when it comes to something as important as safety.

If you think about it, even though certain safety-related groups may be highly collaborative, those same groups need to be reminded of the importance of cooperation.  In effect, highly collaborative groups need a set of guidelines to reach higher levels of cooperative success.  And they must continually ask a set of questions that will help ensure they’re being as cooperative as possible so that better outcomes are realized.
 

The following questions can help you to improve your organizational cooperation and collaboration.

     1.   Even though your people may be working together on a specific project (collaboratively), are they working in unison and openly sharing their knowledge, skills, and abilities?

     2.  When there is conflict, do your people fight fairly, without personal attacks, and work hard to get back on track to complete their work, through their best efforts?

     3.  When groups of people are working together to enhance safety performance, is everyone included in the discussions and is everyone given an appropriate way to contribute?

      4.  Are your workers reminded of the importance of letting go of the past so that current work and future success is not hampered?

     5.   And are individuals held accountable to complete their assigned tasks on schedule and as expected?

In my own culture assessment strategies for safety, I have always found that cooperation is very critical and cannot be overlooked.  However, it takes time to develop enough trust and cooperation that will afford your workers more opportunities to contribute openly and effectively for continual improvements in safety.  But open, honest, and highly cooperative work strategies are critical to your next great safety performance gain! And it could be the kind of substantial safety culture improvement that you’ve been seeking for a long, long time.  

This article / blog cannot be reproduced in any form without prior written consent from David J. Sarkus.  If consent is provided, the below bio, in its entirety must be used along with the above written work.  

David J. Sarkus, MS, CSP is president and founder of David Sarkus International, Inc.  He has over 30 years of experience as a speaker, consultant, and leadership coach who works with some of the biggest and best run organizations in the world.  For more information regarding his services please visit www.davidsarkus.com.