The connection between safety and business performance comes down to creating the conditions for organizational success—and it just so happens that safety is the perfect platform to support that collaborative effort.
In Part 1 of this series, we talked about the importance of having a carefully planned strategy for how your organization will approach safety improvement. We pointed out that many great organizations who are serious about safety improvement, surprisingly, don’t have a coherent, over-arching Safety Improvement Strategy. Here we go on to Part 2: What…
What Is a Safety Improvement Strategy and Why Do you Need One? It always surprises me when I see leading organizations who value safety lacking a comprehensive strategy to attain their objectives. The situation is usually something like this: “We are doing a lot to improve safety performance. Our leaders are serious about preventing Serious…
You know it when you see it. But it isn’t always easy to articulate clearly, especially to those who don’t understand it to start with. What does effective safety leadership really look like?
If this is one of your habitual sayings, it will be hard to change. It will take not just changing your words but your thinking, your assumptions. Here are several reasons you should try:
Big visions require resources. In a world where resources are limited, safety leaders need to be able to demonstrate why their investment is not just the right thing for the workforce, it’s the best thing for the business.
When people talk about how safety performance has improved over time, they typically focus on three phases: Technical – improvements in machine and equipment safety; Organizational – a concerted effort to improve the safety of all systems and procedures employed in the workplace; and Behavioral – a specific focus on the behaviors of frontline employees….
In our work at Krause Bell Group, we’ve found that the most important ingredient in any safety program is strong leadership. But all too often, senior leaders don’t “get” safety at the level they need to in order to be effective. So what is it that senior leaders need to ‘Get’ about safety? What is…
Putting a solid safety management process in place can be difficult. One thing I think we can all agree on is that you must start with a desire and commitment to having one. Real commitment to a properly designed and implemented safety management process does work, and it works for the whole of the organization.
Which comes first, great safety leadership or great leadership in general? In our view there is no debate: great safety leadership should come first. When leaders lead with safety explicitly by actively promoting safety in their organization, they become great leaders overall.
What do key safety leaders need to understand about safety to influence the organization and achieve better and better performance? We’ve devoted more than 20 years to figuring this out and our research has yielded these seven critical insights.
The Hippocratic Oath was originally written over 2,400 years ago, and meant primarily for the medical profession, but what if safety leaders at all levels committed to a Hippocratic Oath? What do I mean by ‘safety leaders’? Anyone in a position to influence safety is a safety leader; this is not meant just for EHS professionals. How many lives would be saved? How many injuries prevented? How much less pain and suffering would families endure? With some minor edits to the original oath, I’d suggest the following is worth discussing with your leadership teams:
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