How leaders can create safety detachment -- it’s insidiously destructive
Oftentimes, many of us like to discuss safety influence at the supervisory level where much can be accomplished to keep workers safe. But like you, I’ve seen what subtle actions can do when it comes to influence from the top – both good and bad.
I have seen influence from the top go according to the plan and also go the wrong way. Observable leadership disinterest in safety creates a downward spiral of detachment from safety professionals as well as other functional leaders, managers, and supervisors.
Detachment can be insidiously destructive, especially if it is not recognized and corrected. And leaders need to be aware of how their own subtle and less than subtle actions can be substantially harmful to short- and long-term safety success.
Ongoing leader cues, conversations, and actions will eventually initiate detachment from safety and create a dangerous cycle of safety-related disinterest throughout your organization.
For one, leaders need to be aware of the impact that their non-verbal cues may have upon others. A leader’s non-verbal actions provide a window to the safety-related thoughts of that leader. People often read the cues and signals of their leaders and attach their own meaning to those cues.
Non-verbal Cue: Eyes rolling back, eyebrows raised, and a frown…
Thought Bubble: Crap, more safety – we’ll never get this job done…
Non-verbal Cue:Looking into space – no eye contact…
Thought Bubble: Crazy – every meeting drags on with safety…
Non-verbal Cue:Arms crossed – buffalo stance…
Thought Bubble: Can’t do all this safety stuff it’s just too much…
Leaders must be keenly aware of their regular forms of verbal communications regarding safety. There are some forms of communication that stop critical safety conversations and other communications that keep productive conversations going.
Stop-Talk hurts potential breakthroughs and engagement while Go-Talk will move towards increased engagement and potentially better solutions.
Stop-Talk: No way will this work – we’ve tried stuff like this before…
Go-Talk: Keep talking – I like what you’re saying…
Stop-Talk: I don’t want to hear about this again…
Go-Talk: You’re right – this needs resolved already…
Stop-Talk: Crazy – stupid idea…
Go-Talk: Hmmm keep going I like what I’m hearing…
We’re readily aware of the more obvious leader actions that create separation and detachment from safety But what may be quite obvious to many, may not be obvious to some leaders. Leaders are not always fully aware of their actions and how destructive their behaviors can be; especially to the overall health of the organization’s culture for safety.
Overt Leader Action: Not showing up at safety meetings…
Follower Thoughts: All talk – just doesn’t care about safety when it’s really important…
Overt Leader Action: Showing up late and leaving early to safety meetings…
Follower Thoughts: See – production’s always more important than safety…
Overt Leader Action: Doesn’t listen to critical safety issues…
Follower Thoughts: Why bother – safety’s not important to this guy…
Good safety professionals will leave your organization, or they will remain, but will be become somewhat indifferent about doing their best. Good organizational leaders, who care about people and their safety, may do much the same. And for most workers, they will seldom give you their best, and some will eventually leave. You may get superficial compliance from your leaders and workers – but not just with regard to safety – production and quality will suffer too.
