“Believe and achieve,” bellows a candidate on the popular TV game show “Deal or No Deal.”

“We believe,” scream the zealous fans at the college basketball game.

“Self-confidence is key to personal success,” asserts the instructor of a leadership seminar.

The “D” of the LEAD acronym I introduced in my ISHN column this past December stands for “Data” (see sidebar). Data both directs and motivates behavior. By observing the results of our actions, we learn how well we completed a task and what we can do to improve.

In this month’s column, I propose adding a critical A-word to this list — Authenticity. In fact, I believe this word can give all of us beneficial direction for the New Year. How about a New Year’s Resolution to be more authentic in our interpersonal relations?

I bet most of you have used the term guilt trip when explaining personal feelings or when attempting to understand the behavior of others. What do we mean? Can we use this metaphor to improve safety?
Yes.

Five years ago a major consulting firm sent its clients an e-mail in an attempt to dissuade them from attending the annual Behavior Safety Now (BSN) conference.

My 12-mile bike ride one recent morning was interrupted by an event that adversely affected my attitude and self-talk. Here’s what happened: At the beginning of my route near my home in Newport, Va., I encountered about 20 bikers traveling in the opposite direction. All were decked out in radiant racing attire, consistent with their sleek road bikes.

One man’s story provides inspiration to actively care for safety

Five types of conversations to improve performance

Last month I reviewed five basic principles of the behavioral approach to occupational safety. Each of those fundamentals, including the use of behavioral language to define accountability systems and provide constructive feedback, is relevant for problem-solving beyond the workplace and for more than injury prevention

Last month I scrutinized the apparent focus on positive reinforcement in behavior-based safety (BBS). I specified critical distinctions between positive reinforcers and rewards, and pointed out flaws in the standard training protocol for teaching employees how to give interpersonal recognition.