Ideas and Solutions
for Safer Workplaces
Accomplishing zero injuries requires leaders to do several critical things:
• Set work standards.
• Manage who’s quali;ed.
• Observe employees in action.
• Roll out safety policies and expectations.
• Manage safety suggestions.
• Deal with injuries and near
Managing safety performance often is
the toughest leadership skill to master.
MOMEN TS OF HIGH INFLUENCE
Leaders often overlook opportunities
to engage with people in moments of
When a moment presents itself, leaders must recognize the opportunity and
commit to using it. Examples of moments
of high in;uence include:
• Training sessions.
• Teachable moments in the ;eld.
• Post-incident follow-ups.
• Informal conversations.
• Safety meetings.
• Personal safety stories.
• Acknowledging jobs done right.
• Safety interactions/visible leadership.
Committing to creating moments of
high in;uence forces people to go to the
action and ;nd time for their people.
Manage by walking around.
Employees worth having appreciate
showing what they can do. Show appreciation, spread the safety message and
reinforce smart behavior.
Correct behavior. Bad behaviors
don’t correct themselves, and overlooking
bad behaviors endorses the behaviors.
Arrange safety meetings and
training. Conduct safety meetings with
quality content and opportunities to share
experiences, near misses and ways to improve workplace safety. A safety meeting
worth having addresses only safety.
Pay attention to indicators.
Investigate incidents thoroughly. Assign
corrective actions and perform them. Educate everyone on near misses and how
to report them. Investigate and correct
all near misses. Know the di;erence between leading and lagging indicators. An
incident is lagging (already happened).
Training is leading (proactive). Focus on as
many leading indicators as possible.
THE CASE FOR SAFETY
Most leaders play to three audiences:
the boss, direct reports and customers.
What are the chances all three share
deep concern for employee safety?
Working safely is good for business.
Things that are bad for business include
people taking risks — and taking risks
Incident reports often cite shortcuts,
being rushed or pressured, distraction, inexperience, complacency, repetitive tasks,
working unsupervised, untrained workers,
being unaware of hazards and fatigue.
How to Manage