In order for real change to take place, though, we have to start educating our leadership about what real progress in safety means. It’s not removing all the bumps and scrapes that lead to OSHA recordables.
We’ve got to get better at “racking and stacking” our risks.
If someone doesn’t value their limbs staying attached to their bodies, no raffle for a low-end 32″ TV will change that. Instead of dangling useless carrots, we should invest time and energy in knowledge and empowerment.
Perhaps the reason managers won’t make time to send their people to training is because they find no value in what we have to say.
What kind of leader thinks it’s OK to stand up in front of a bunch of people (safety pros or not) and say that he knows the future?
It really is a shame that we jump to legal ramifications before we even try to make plans to keep people safe.
If people see you take action, they are much more likely to rally around the cause. No one wants anything to do with a program when their hard work just piles up on someone’s desk.
I’ve always known that nothing I do will make someone else behave safely or follow any given rule. But I’ve also known that my responsibility is to instill the importance and reasoning (the “why”) behind those directives.
Until we can get off the phone, out of our offices, and out to the places where real life is happening we will continue to fall short.
If you’ve ever had a boss that wasn’t fit to interact with other humans, you’ll identify with this story. I had one that defied imagination. “The Tongue and the Confined Space: Arbitrary Rules Hurt Your Safety Program”