Next Generation Safety Leadership
From Compliance to Care
Clive Lloyd
- 92 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
Next Generation Safety Leadership
From Compliance to Care
Clive Lloyd
About This Book
Next Generation Safety Leadership illustrates practical applications that bring theory to life through case studies and stories from the author's years of experience in high-risk industries. The book provides safety leaders and their organisations with a compelling case for change. A key predictor of safety performance is trust, and its associated components of integrity, ability and benevolence (care). The next generation of safety leaders will take the profession forward by creating trust and psychological safety. The book provides safety leaders with actionable goals to enable positive change and translates academic languages into practical applications. It leaves the reader with a clear strategy to move forward in developing a safety plan and utilizes stories, humor, and case studies set in high-risk industries. Written primarily for the safety community and can be used to influence day to day safety operations in high-risk organisations.
Frequently asked questions
Information
PART 1
1
Trust
Trust arrives on foot but leaves on horsebackâ Dutch Proverb
- Level 1 â Apathetic
In apathetic cultures, management adopts a âblame the workerâ approach in that incidents are generally seen as a result of a workerâs stupidity, inattention or willful violation. âBeing safeâ is primarily viewed as mechanically following procedures and adhering to regulations, with the safety department deemed responsible for âpolicingâ such compliance. This creates a perception that safety is distinct from day-to-day operations, which conveniently negates any need for visible, felt safety leadership from outside the safety team. In apathetic cultures, many incidents are seen as unavoidable and just part of the job (âsh#t happens!â).
Communication between management and the workforce largely consists of top-down parent-to-child interactions, and us versus them language is highly prevalent. As a result, management is often perceived to be uncaring, and trust levels are low (incidentally, much of the above is experienced by contractors when working with client organizations that operate within apathetic and reactive cultures, partly explaining why incident rates among contractors are so high). - Level 2 â Reactive
At the reactive level, safety is a priority ⊠after an incident! Senior managers may apply elements of behavior-based approaches (e.g., punishment) when incident rates increase and may operate under the errant assumption that the majority of incidents are solely caused by the unsafe behavior of front-line staff. Hence, among the workforce there is still a degree of fear around reporting incidents, and secrets are often kept from management, impeding the authentic flow of potentially vital information. Unsurprisingly then, reactive organizations tend to have more than their share of serious incidents (Hudson, 2001). - Level 3 â Involving
Companies operating at the involving level recognize that the active participation of the workforce in safety discussions is important; hence teams are invited in to contribute. Consequently, as trust and psychological safety increase, employees become more willing to work with management to improve health and safety. Moreover, leaders are now prepared to concede that a wide range of factors cause incidents including management decisions. Safety performance is actively monitored, and the data is used purposefully. The organization has developed systems to assist with hazard management; however, the systems are often rigidly applied (Hudson, 2001). - Level 4 â Proactive
At the proactive level, the majority of employees in the organization believe that health and safety is important from both an ethical and economic point of view. Leaders and staff recognize that a wide range of factors cause incidents and the root causes are likely to come back to management decisions (Hudson, 2001). There is a growing recognition around the importance of all employees feeling valued and being treated respectfully, which helps build trust and psychological safety. The us versus them language associated with less mature levels is replaced by we, and communication between management and the workforce increasingly consists of two-way adult-to-adult interactions. The organization puts significant effort into proactive measures to prevent incidents through visible, felt safety leadership and by demonstrating genuine care for its people. Safety systems are designed to support staff, not the other way around. - Level 5 â Integrated
At the integrated level, leaders have fully invited their teams in, as they are seen as the subject matter experts. Leaders have created the climate necessary (high trust and psychological safety) for the workforce to accept responsibility for managing their own risks.
Safety is not viewed as âseparateâ from the work done â safety is just how the organization does business, and the focus is on reliability, learning and doing work well. While such organizations may have had a sustained period (often years) without a recordable or high potential incident, there is no feeling of complacency. They live with the knowledge that their next incident is just around the corner, yet they are highly resilient when dealing with challenges (Hudson, 2001). The organization uses a range of indicators to monitor performance, but it is not performance driven, as it has trust in its people and processes. As a learning organization, it is constantly striving to improve and find better ways to design and implement hazard control mechanisms with the full involvement of the workforce (Hudson, 2001).