BCSP Viewpoints: Leadership behavior sets the safety tone

During my tenure as a human resources executive in industries such as transportation, multifamily operations, convenience stores, management consulting and academia, I’ve been fortunate to experience safety done well.

I’ve also, however, witnessed safety done “as needed” – usually after something terrible has or almost happened.

Safety done well doesn’t always mean that incidents don’t happen or that people don’t get hurt on the job. It means people are trained to respond to incidents and near misses, and they have a quality understanding of how to behave in a safe manner. This is true whether they’re digging ditches, walking on wet floors, climbing ladders, hanging pictures in their offices or simply existing in an environment that could turn dangerous at the drop of a hat. Safety done well is about behavior.

Safety done “as needed” – or not at all – shares the same common denominator: behavior. It lacks any real training, preventable measures or sharing of lessons learned with workers who need the information most. When a safety concern arises or an event occurs, time and time again I hear, “The company did not (fill in the blank)” or “The employee was at fault because (fill in the blank).”

So, how does leadership behavior foster a culture of genuine safety rather than a reactive one? Most experienced leaders understand that they’re always in the spotlight, whether they’re grabbing coffee in the company kitchen or taking center stage for an all-staff meeting. Employees are watching the leader’s behavior. From a safety perspective, they may be asking:

• What’s important to this leader – getting work done or getting it done correctly with safety as the driver?
• Does the leader endorse and support safety habits and insist on following safety protocols, especially when it’s not easier, quicker or more efficient?
• Are they making good safety choices in their daily work?
• Are they mentoring others and providing access to credentialing?

A leader, put simply, is anyone who someone else follows. The full breadth of leadership is complicated, so for now we’ll focus on safety aspects of leadership behavior.

A leader’s behavior sets the tone regarding safety same as it does for other aspects of the business. When safety is secondary or not included in required training, employees notice the lack of emphasis placed on the topic through that leader’s behavior. Good safety leadership behavior, on the other hand, may include incorporating safety sections in each meeting; providing regulatory updates; or communicating through newsletters, emails and other media.

When safety classes, retraining updates, upskilling opportunities and other safety requirements are cut, that behavior speaks volumes to employees. It could be a clear indication that the leader doesn’t care about employee well-being. This isn’t leadership.

A wide range of resources can encourage, support and grow the safety culture in any organization. A few places to start include the Society for Human Resource Management, the National Safety Council’s Safety Leadership Resources, and The Hub from the Board of Certified Safety Professionals. LinkedIn trainings and other similar resources may be beneficial as well.

Good leadership – accounting for the safety of all – is evident through outwardly supporting, recognizing and rewarding safety performance. It’s apparent when leaders provide access to training and professional certification. It’s observable when leaders demonstrate commitment through their actions. These good leadership behaviors are the hallmark of an organization invested in employee safety.