Safety Leadership: Craft positive social identities for organizational success (and safety)

Editor’s Note: Achieving and sustaining an injury-free workplace demands strong leadership. In this monthly column, experts from global consulting firm DEKRA share their point of view on what leaders need to know to guide their organizations to safety excellence.

During your career, how often have you heard or said to yourself, “She’s difficult,” “He gets it done,” “He’s a complainer,” and so forth? When that happens, someone’s social identity is shaped – for better or worse.

Social identity refers to how an individual role is defined based on their membership in various social and work groups. The words we use to describe ourselves and others can significantly impact how individuals are perceived and how they perceive themselves, and can be a predictor of future behavior. For example, when someone is recognized and valued for their care for and willingness to help others, this identity can boost their self-esteem, encourage more constructive engagement, promote psychological safety for speaking up and positively affect workplace safety.

When behaviors align with positive social identities, individuals are more likely to adopt and maintain these behaviors. For instance, if safety is a core value within the organization and employees see themselves as part of a “safe team,” they’re more likely to engage in safe practices. The collective social identities within it shape the overall culture of an organization. This leads to safe productivity and better performance outcomes. A culture that promotes positive social identities is more likely to be inclusive, innovative and resilient.

However, it’s essential to point out that a positive social identity is reinforced with clear social understanding and expectations, starting with leadership. Take, for example, a person who is consistently labeled as “the guy who gets it done.” Although this identity may drive that person to deliver, they may internalize it and feel the need to “get it done no matter what.” So, the identity must be crafted carefully to avoid unintended behaviors, such as taking shortcuts or rushing to finish work on time.

Leaders play a crucial role in shaping social identities and their organization’s culture. As such, leaders need to do this with intention. Here are some strategies to promote positive and engaging social identities:

Use inclusive language. Be mindful of the language used to describe individuals and groups. Choose words that frame behaviors and identities positively, such as a catalyst for change or advocate for safety.
Foster authentic and open dialogue. Create a learning-minded environment where open communication is encouraged and all voices are heard. This helps build psychological safety and a sense of belonging, and encourages speaking up, which is crucial to safety. This could include inviting input in group settings.
Recognize and celebrate strengths. Acknowledge everyone’s unique strengths and contributions – and avoid dwelling on past mistakes. This reinforces positive social identities and boosts morale, which leads to more robust engagement.
Align identity with values. Ensure the organization’s values are reflected in its social identities. For example, if safety is a core value, highlight and celebrate safe behaviors and ideas that reduce risk.
Provide feedback. Feedback should be forward-looking, actionable, and focused on learnings and the agreed-upon actions going forward. This helps people see their identity and potential in a positive light. It also creates self-efficacy.

Social identity plays a crucial role in workplace safety. By promoting positive and inclusive social identities, leaders can enhance psychological and physical safety, a sense of belonging and learning; improve motivation; encourage behavior change; and inspire performance improvements – all of which can result in an overall strengthening of organizational culture.

Direct to your inbox: Sign up to be notified in email about new "Safety Leadership" columns.