Being people-centric means your safety program’s purpose is supporting your people to be their best, and then check the results to see how you (the leadership) are doing. Result-centric safety programs focus on getting results, the mentality, attitudes, values, and beliefs of the safety leader are completely different from a behavior-based framework. Results-based safety leads […]
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The misalignment between business leaders and safety leaders is natural because each has a different focus. Business leaders tend to leverage their authority and pull rank because safety leaders work for the business leader. This is the root of the problem in safety, that business leaders drive safety in the context of business which is
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The Focus of Business Leaders and Safety Leaders Are Not Aligned. Business leaders set the agenda, create the conditions of the culture, and drive the vision and purpose of the business. Safety leaders get caught under the duress of the business, and the stress of the business leader to get results. When a business leader
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The purpose of The Other Side Of Safety: Moving From Results-Based To Behavior-Based Safety is to lend perspective, share knowledge, and improve the application to the way safety leaders think and practice safety. Business and safety leaders need to consider the other side of safety—shifting from tradition to a fully functioning model, from RBS to
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There are several aspects of the safety industry, and safety leadership that need to change in order to be a fully functioning safety program that keeps people safe and productive. First, the lack of understanding regarding the science of behavior. Business and safety leaders talk about behavior, but they don’t demonstrate any understanding of behavior.
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In safety, context is everything. Context shapes the meaning of behavior. For example, the stop-work protocol seems like a good idea, and in reality, it gives people the authority to act, but in actuality, it’s more like giving people permission to avoid an accident. In many ways, it’s fake safety. Here is the context, how
Safety programs focus on making impressive milestones, for example, a global company in 2021 hit one million hours worked with no OSHA recordable injuries, starting in 2020. The team worked more than two years (more than 1.2M hours) without a recordable injury. OSHA defines a recordable injury as an injury that requires more than first
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People have an amazing ability to adapt to what is expected. However, at times they can also be unpredictable, and at worst behave in ways that are unreliable. At its core BBS is about believing in people! Consider the other side of safety, the pure BBS side of safety that drives safety performance, and the
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Science is exact. What was the true root of the problem? It’s a challenge to sift through so many symptoms, but my research revealed that dysfunctional leadership, combined with the practice of RBS is the root problem in the safety industry. This realization regarding the safety industry has shaped my frustration and has driven my
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RBS is steeped in a flawed leadership philosophy that is a top-down approach. Leadership is about influence, but when a person has a title of position, but doesn’t have the ability to influence, bad things happen. Positional leaders revert to leveraging their positional authority and become dictatorial in their leadership style. This is where they
Telling People What To Do Is DYSFUNCTIONAL Read More »
