Warehouse workers face dangers that can easily cause serious injury. With the right procedures and design choices in place, it’s possible to mitigate many of these issues — but only if organizations know what to look for.
One sweeping glance across the Seattle skyline is enough to see that something is happening in the area. If a region’s tower crane count is any indication of economic growth, then companies should pay attention to the Pacific Northwest.
Most organizations, especially those that manage higher risks, have a “requirement” for the workforce to stop work and get help when they are “unsure.” When you talk to managers, they believe this empowerment is what is needed to get people to stop.
There is a difference between “caring” and “acting.” The mission of behavior-based safety (BBS) is to promote and support “actively caring.” In this article, I want to introduce the STEP process of actively caring for people’s safety.
United Kingdom-based newspaper The Guardian recently ran this headline: “UK to tackle loneliness crisis with cash injection. More than 120 projects will receive funding to help those affected and reduce stigma.” This reminded me of a book written in 2000, “Bowling Alone,” by Robert D. Putnam.
We always hear the call from management, “We need more sales!” The call from the marketing team: “Sales needs to do better with the leads, they don’t close enough.” The sales team complaining that “these leads from marketing are horrible.” Same story, new year.
How do people get to a point where they fear safety? How can something like a checklist or an SOP or a safety manager create fear? Our body is equipped with automatic protective wiring that reacts to scary stimuli with a fear response.
When I coach leaders, I often hear that the image of wallowing stays with them long after I’m gone - even when they don’t feel like wallowing! Ultimately, the thought of wallowing moves their thoughts to intentions, and then, purposeful actions.