. Gene Hobbs was working for the Meade County Road Department, raking along the edge of a road shortly after noon, when he was run over by a dump truck backing up, killing him upon impact, on December 13, 2016.
In our previous two columns on this subject, developing an actionable safety plan is covered in three parts. First Actions was explained in Part One (October 2017 ISHN) and Core Actions detailed in Part Two (January 2018 ISHN). The rest of this column focuses on Sustaining Actions.
Expectations drive both the leader and follower. Various forms of research suggest that when leaders have higher types of expectations for their followers, those followers often live up to the expectations.
Your plan must be based on your organization's vision for future safety performance. Frame it as a set of actions that will: Further a safety culture change from reactive to proactive, provide the functioning capability to lead the change, and provide governance requirements to sustain the change.
Personal choice often lies in the cracks that hold your truths. It’s a tough to scrutinize truths that only you know about and question your efforts, motivations and missed opportunities in order to succeed in the next endeavor.
As a famous cliché reads: the devil is in the details. I often get asked about the details of a viable safety accountability culture. An example of visible executive involvement is personal commitment to safety accountability (S/A), to be involved in a review and discussion of appropriate actions for all significant incidents and near misses.