Results Based Safety is rooted in bad leadership. Business and safety leaders have this misguided view that they make the important decisions, they tell people what to do, and the workers need to follow the great leader, and if they do, results will be achieved. If they don’t do as they are told, then there are problems, failures, pressure, and stress at extreme levels—and leaders see their role as battling these people, and getting things done. The life of a leader, they think to themselves, no one really understands what it’s like at the top, “doing what I have to do, and what I put up with”. This is all wrong, this is dysfunctional leadership, oftentimes dictatorial leadership, and it has never worked long-term. The consequences are catastrophic. These types of leaders should change immediately or be removed from their position because NO organization can afford the damage this type of thinking and behaving causes. Through the years I’ve observed and experienced the debates regarding the validity, application, and practice of Behavioral Based Safety (BBS). Being a scientist, it seemed only natural to learn about the seminal research, functionality, and true science that drives BBS, and to test it and see if it really works. I have discovered that BBS works because it is science, however, I have also found that the safety community has mixed BBS with what I call Results Based Safety (RBS), and this mixture has confused so many people because they are not able to separate the science from the results based anecdotal approach. The impact is exter
