Part 2: How To Create Ownership Within Your Safety Culture
In Part 1 of this series we introduced a three step approach to getting employees to “buy-in” to your safety culture. Step #1 was to create a vision statement that communicates your safety goals and how you plan to achieve them. We’ll now look at the two remaining steps.
If you are anything like me, there are certain movies that “get to you.” Personally, I find myself choking up every time I watch the movie “Field of Dreams”. At the end of the movie, Ray Kinsella realizes that the reason he built the baseball field on his farm was to resolve an issue with his father. The coup de gras is when they get to have a game of catch, and when I watch that scene I experience real emotions that bind me to the story. This is what happens during Step #2 in the process: You create buy-in by using vicarious experiences, or stories. Share stories with your employees of real people who were affected both negatively and positively by safety-related events. A great example that comes to mind is the poem, “I Could Have Saved A Life That Day,” which describes an actual supervisor who decided not to confront a safety violation that ultimately resulted to an employee’s death. Vicarious experiences like this have a huge impact on employees’ motivation, and consequently their level of commitment to safety.
Step #2 is an ongoing process during which you motivate your people to buy-in to the vision created in Step #1. Once that is accomplished, it is time to move to Step #3: Change your organization’s culture by connecting employees’ performance directly to the safety vision that they committed to in Step #2. This is done through both praise and discipline. For example… “Joe, we all agreed that our goal is to be incident free this quarter, and when you reminded the team to have a JSA meeting before starting the job you helped us meet that goal. Thanks.” It takes 10 seconds to praise someone using the vision statement, and every time you do this it strengthens the employee’s resolve to carry out the safety vision.
There are also times when we must discipline because of unsafe acts. For example… “Sam, we all agreed that our goal is to be incident free this quarter and I noticed that you were grinding without a face shield…” By using the vision statement that everyone has already bought into, you are tying the specific action back to a common, and much larger purpose.
Creating a culture of safety is complex and requires, among other things, that we do not overlook people’s motivation to work safely.
Continue to work diligently on your safety journey and remember why you do so; it’s the right thing to do.
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