safety leadership | Safety Excellence For Business

Safety Isn’t Just Safety Anymore…

February 10, 2023 By Richard N. Knowles Leave a Comment

What every Manager needs to know that OSHA and ISO already do!

It started out in 1970 with OSHA’s regulations to enhance Safety in the Workplace – the first leg of the Safety Stool, a.k.a. as Occupational Safety, exampled by preventing slips, trips and falls, requiring hearing protection, hand and foot protection, and eye-ware.

Then came the second leg of the Safety Stool, Occupational Health, exampled by preventing environmental/respiratory and ergonomic hazards. Then came Process Safety Management (PSM), exampled by what it takes to keep hazardous substances in the pipes, and which became an essential part of workplace safety with the comprehensive issuance of OSHA 1910 – the third leg.

All three legs are important and are critical for Safety professionals, HR professionals, Managers and Supervisors to embrace and for people to understand. Indeed, OSHA requires this attention to keep our people safe (life and limb) within the workplace.

Now, with this new decade of Workplace Violence rearing its ugly head, we know that we must add a fourth leg to the Safety Stool. Because attention to this 4th prong needs diligent awareness, it is now becoming paramount that every manager and supervisor be schooled in Situational Awareness:

What is happening around you?
What is happening between and among people in the workplace?
Where are your vulnerabilities?
Are you noticing the cultural dysfunction happening in your workplace?
Are you able to engage appropriately to find out what’s happening?
How do you address these dysfunctions?

The fourth leg of this stool is what is called Psychological or Social Safety. Another way to describe it is the psychological harm that comes with repeated bullying, harassment, incivilities, and dysfunctional behaviors, that leave workers dreading to go to work, or that increase the risk of home-growing an active threat/shooter, or having a suicide or murder in your workplace, let alone the bad press that comes with a highly publicized incident.

If no one steps in to stop bad behaviors when they are happening, they continue and escalate over time. Not paying attention to social risk manifests into psychological harm as the continuum of bad behaviors escalate in the workplace – and ultimately can impact people in harmful ways. Yes, OSHA is keen on this 4th leg of the safety stool, too, and wants to know what your business, company, organization, or team is doing about it. Prevention of Workplace Violence is the operative word.

What is Workplace Violence?

OSHA explains that workplace violence is violence or the threat of violence against workers. It can occur at or outside the workplace and can range from threats and verbal abuse to physical assaults and homicide, one of the leading causes of job-related deaths. However it manifests itself, workplace violence is a growing concern for employers and employees nationwide.

OSHA makes it very clear. Employers are responsible for ensuring that the workplace does NOT become a hostile workplace. (Bullying, harassment, and incivilities contribute to hostile environments). OSHA requires employers to provide a safe workplace for their employees…both physically safe and psychologically safe. This is covered by the General Duty Clause Section 5(a)(1).

Enter the new ISO Standard: ISO 45003 IS THE NEW INTERNATIONAL STANDARD (2021-06) – Occupational Health and Safety Management – Psychological health and safety at work – Guidelines for managing psychosocial risks. This new standard states that Management must be prepared to deal with violence that involves a person (employee, visitor, vendor), etc., losing control, without a weapon. This normally means dealing with psychological safety factors.

It is difficult to predict violent acts, so the Standard expects managers and associates to be vigilant. Report any concerns of erratic behaviors to supervision and HR as soon as possible.

Examples of violent behavior include but are not limited to:

Intimidating or bullying others
Abusive language
Physical assault
Threatening behavior
Sexual or racial harassment
Concealing or using a weapon
Anger
Tantrums

You get the picture. None of these types of behaviors belong in a workplace, thus the underscoring of new Respectful Workplace policies.

At Nagele, Knowles and Associates, we understand the construct of workplace violence and how to identify it. It starts with knowing your inside culture (culture assessment) to understand where bullying and dysfunctional behavior is happening and how to stop it in its tracks. What is your workplace doing to ensure a Respectful Workplace? It equally starts with a physical security vulnerability assessment to understand where you, your site, your people are most vulnerable to a perpetrator entering your workplace to do harm, and how to deter that from happening.

The 4th leg requires Situational Awareness – that is the tip of the spear when it comes to the prevention of workplace violence…from the inside or from the outside! This holds true in the workplace, and in living our daily lives. Wake up! Be Alert! Observing, expecting, embracing, and requiring a Respectful Workplace is powerful for reducing those harmful dysfunctional behaviors.

Employees must become stakeholders in their own safety and security and develop a survival mindset as well. Vigorous prevention programs, timely interventions, and appropriate responses by organizations and their employees will contribute significantly to a safe, secure, and respectful environment. That’s what we teach; that’s what we do.

Want to know more? Check out our book “Guide to Reducing the Risk of Workplace Violence…the Absolute Essentials” available on Amazon. It has been labeled the “gold standard” – a comprehensive guide to reducing your risk of workplace violence happening in your workplace…from the inside or the outside or give us a call at 716-622-6467.

Filed Under: Safety Excellence, Safety for Business, Safety Leadership Tagged With: bullying in the workplace, harassment, ISO, occupational health, occupational safety, OSHA, OSHA regulations, safety in the workplace, safety leadership, situational awareness, social safety, violence in the workplace, work safely, working safely in the workplace, workplace safety, workplace violence

Trust is so Important for Improved Safety Performance

January 10, 2023 By Richard N. Knowles Leave a Comment

I have been trying to understand why the number of people getting hurt and killed at work is not getting better.

According to the Bureau of Labor Statistics, since 2017 the number of people being killed at work is averaging about 5,130 a year, with no sign of improvement and the injury frequency rate is stuck at about 2.7 for that period.

There is a lot of effort being put into trying to improve safety with the global effort totaling about $20,000,000,000 being spent for services, regulation, equipment, trade associations, etc. This is a huge industry; I call it “Big Safety.” Why isn’t Big Safety making more progress in reducing the number of people getting hurt and killed? These are real people and their families that are suffering so much.

I have been getting some help from Kerry Turner and Marc Pierson in looking at the safety work from a systems perspective. The safety system is huge with many factors at play. The systems approach is helpful in being able to see the whole system, the various components, how they interact, find key points where changes can be made.

One thing that I have seen is that injuries and incidents are local events, and it is hard for Big Safety to know what really happened in detail. What it offers often does not fit quite right and comes across to the people as “the Flavor of the Month.” The people doing the work have little confidence in what the offerings provide so they often do not stick very well.

Another thing that I have noticed is that the consultants coming out of Big Safety often are seen as “experts” and come into the organization to fix the people rather than teaching the people how to solve their own problems. This weakens the people and tends to disempower them. This is a lot like Big Government coming into a local community to fix a problem when they do not know the people or much about the real nature of the problem they are coming in to fix.

In studying the Safety System, it becomes obvious that trust is a central feature that is often missing when Big Safety comes into the organization. There has been a lot written about the importance of trust, and in using a systems approach, trust really emerges as the central feature that needs to be in place before much progress in improving safety performance can take place. Real progress requires the energy, creativity and commitment of the people doing the work. This is a gift that people will give if they have trust in the other people and feel safe in opening up to meet the safety challenges.

A Suggested Approach to Building Trust

Perhaps when a consultant comes into an organization to work on a safety issue, they come into the organization 2-3 days before their planned work begins and walk into the facility among the people to get acquainted with them. Talk with the people, listen to their concerns, and discover what the real problems are that are causing the need for improved performance. Talk about their work with them and find out what they need so they can work more safely and effectively.

Open yourself up to their questions and concerns about you. Creating a safe space where they can talk with you is an important step in building trust with the people. Then the consultant needs to reflect on all that was learned and see how their knowledge and skills can be used to help the people to solve their problems. Don’t try to solve their problems for them or fix them. Rather teach them how to solve their own problems.

I have found that this approach works very well in helping to get to know the people, the issues, and to begin to build trust.

Filed Under: Safety Excellence, Safety for Business Tagged With: building safety trust in the workplace, reducing deaths in the workplace, reducing injuries in the workplace, reducing the number of people getting hurt, safety in the workplace, safety leadership, safety performance, safety practitioners, safety professionals, safety systems, systems in the workplace for safety, work safely, working safely in the workplace, workplace safety

Building Respect and Trust

December 12, 2022 By Richard N. Knowles Leave a Comment

Why do so many managers and safety professionals keep treating the people in organizations as objects to be controlled so they will work safely?

They seem to assume that the employees can’t or won’t think for themselves and have to be made to work safely. These managers and safety professionals are not bad people, but they are stuck in their basic assumptions about people. So many seem to think that they have the answers and the power to make people do as they are told.

Thinking of the people as “employees” is part of the problem. Thinking of people as “employees” brings different thoughts to mind. The word “employee” is a legal word that defines my relationship with my employer with respect to things like hours of work, pay rates, benefits, etc. It also carries some tough top-down implications. If the boss gives an order, it better be done. The boss and the employee are not seen as equals in terms of respect, hopes, aspirations, good ideas and creative energy.

This has been the approach for generations and yet, there are still over 6,000 people a year getting killed at work and thousands are suffering serious injuries. Just using the same approach, with variations, over and over, and expecting to see real improvements is a problem!

There needs to be a fundamental shift to assumptions like these.

My Safety Focus: Building Respect and Trust.

My basic assumptions are:

We work with people who have brains and can think; their hopes and dreams are similar to my own.
People do want to work safely and not get hurt.
People want to be treated with respect.
The people doing the work have important knowledge and ideas to contribute.
People want to be listened to.
I do not know what they know, so we need to share information together so we can do our best.
Safety is connected to everything we do; it is part of the whole system.
It takes everyone pulling together to achieve excellence.
I do not have a right to make my living at a place where it is okay for people to get hurt.

I did not work on safety as such. My focus was on the people and building trust and a better, safer future. The more I worked this way with the people, the better our performance became. Within 4 years, our Total Injury Rate had dropped by about 97% to a rate of about 0.3. (The rate was only a way to keep score.) The people liked working this way and sustained their performance for 19 years. I wrote about this in my recently published paper in Professional Safety [Knowles, R.N. (2022, Nov.). Leading vs. Managing: A tale of two organizational processes. Professional Safety, 67(11), 42-46].

The importance of building trust and working with people has been known for a long time. Douglas McGregor wrote The Human Side of Enterprise in 1960 about Theory X and Y. Recently the work of others like Rosa Carrillo in her book, The Relationship Factor in Safety Leadership, 2020, and even in this current issue of Professional Safety [ Sarkus, D.J. (2022, Nov.). Building community through servant leadership. Professional Safety, 67(11), 24-29.] are emphasizing the importance of respect and trust.

This shift in thinking and working with the people results in a lot fewer people getting hurt or killed at work. Yet why do so many safety people seem to be all wrapped up in chasing injuries and incidents? Some just counting the numbers. Others developing more advanced ways to get employees to work more safely, or to develop better ways to analyze incident situations. Many are just pushing production with little or no regard for safety. Some safety consultants have learned to give great motivational talks that are fun to hear, but have almost no impact in the workplace. The BLS statics on workplace injuries and deaths are not showing much improvement.

The global safety improvement industry was estimated to be over $20,000,000. The trade shows have lots of very fancy safety equipment and the consultants are selling their approaches. Is there a vested interest it doing things like we have always do it and getting the same results?

Many managers think that you can not have excellence in safety and earnings at the same time. That is not what I found at the plant I led where we cut the injury rate by 97% and increased the earnings by 300%.

Conclusion

If the whole safety effort was shifted to treating people with respect, listening and learning together and doing what makes sense, there would be a huge improvement in total safety and a lot fewer people getting injured and killed.

Is the effort to build trust, learn to treat people with respect, to listen more carefully, to build on each other’s good ideas too high a price for saving many, many lives?

What will it take to make the shift?

Filed Under: Safety for Business, Safety Leadership, Safety Partnership Tagged With: building respect and trust in the workplace, creating a safety culture, D.J. Sarkus, Douglas McGregor, leading versus managing, Rosa Carrillo, safety improvement, safety in the workplace, safety leadership, safety management, safety performance, safety practitioners, safety professionals, safety systems, work safely, working safely in the workplace, workplace safety

Leaders: You Must Understand This in the Workplace!

September 12, 2022 By Richard N. Knowles Leave a Comment

I’m presenting at the New York State SHRM Conference in Verona, New York, this coming weekend.

That is the state-wide gathering of Human Resource Managers – it is good to be able to return to this big conference (post covid). I’ve also spoken in the near past at Safety Professional gatherings around the fact that it matters what Leaders do or don’t do!

Whether we are HR Managers, Safety Leaders, CEO’s, Supervisors or Managers – the same message applies.

Notes:

I am amazed by how few Safety Leaders understand that the Cultural side of Workplace Violence (which can negatively manifest into bullying, harassment, incivilities, and dysfunction) is part of Safety – having a workplace free of intimidation and abuse is how we eliminate psychological and emotional injuries and incidents.
I am concerned how many Human Resource managers (many of them siloed into various positions, like “I only deal with Benefits; or I only deal with Talent Recruitment; or I only deal with onboarding”), have shunned their responsibility for behavioral dysfunctions within the larger organization. Yet, they do consider themselves Leaders.

Consider this: A Supervisor/Leader walks by an obvious Safety hazard/condition in the workplace, that if not corrected, will likely lead to a physical injury to someone. When that Leader walks by, ignoring it, he/she is telegraphing to the organization what their standard is – it doesn’t matter enough to him/her to take action – it’s okay if someone gets physically hurt.

Similarly, when a supervisor or leader observes or overhears harassment or bullying or disrespectful things being said, or gestures being made, and does nothing to stop it – he or she, again, conveys to the organization that it doesn’t matter – in other words, it is okay if someone is being hurt emotionally / psychologically – in effect, the Supervisor by not stepping up, allows the disrespectful dysfunctional behaviors – and because they go unchecked, these behaviors continue.

This begs the question: Why are Leaders timid? Afraid to step in? Lack the managerial courage? Is it lack of skill? Lack of will? Fearful of how they may be seen? Afraid of not being liked? Afraid of not being supported? There is always something underneath that every leader needs to understand about their own Leadership. How about YOU?

At Nagele and Knowles, we teach Leaders HOW TO LEAD. It is about stepping up, stepping in, and staying in the heat. The heat is hottest in the nosecone of the rocket. Do you need to learn more about handling conflict, engaging, and being better at confrontation skills?

Call us at 716-622-6467. We teach Leaders how to Lead effectively.

Filed Under: Safety for Business, Safety Leadership Tagged With: business leadership, embracing safety in the workplace, lead effectively in the workplace, leadership, leadership in the workplace, Nagele and Knowles, New York State SHRM Conference, safety in the workplace, safety leadership, workplace safety

Process Safety Management (PSM)…

May 10, 2022 By Richard N. Knowles Leave a Comment

Why Process Safety Management is needed and everyone needs to be Involved!

Week after week I read of explosions and fires at refineries, chemical plants and dust-producing operations like sawmills and grain elevators. There are usually people hurt or killed. Communities are forced to shelter in place or evacuate. Families suffer great loss. There are always estimates of the loss of money and the difficulty of getting back into production.

These are sad situations that are usually avoidable if the managers and engineers would only do their duty to conduct strong process safety management (PSM) work. PSM does require having trained engineers to do the work. It may require money when a defect is found the needs repair. It is often routine and boring work as in inspecting relief valves, for example. It often is narrowly focused on just the specific process without taking the whole system into mind. This is critical work that responsible managers and engineers need to conduct rigorously. It is a necessary discipline. (Process Safety Management came about as OSHA’s response to prevent a disaster like Bhopal).

When I read the reports of these disasters, there are often long explanations about things. There was one I read about where the fluctuating liquid levels in distillation columns were unstable and causing the operators continuous problems. The instruments were not showing the full nature of the problem of the rising liquid levels which, one day, got so out of control that the distillation column overflowed, releasing a flammable cloud which ignited and killed a lot of people. The incident investigation discussed all sorts of technical problems which were not addressed since they did not look too serious. But they did not include the whole system.

Nowhere was there any discussion mentioned about what the operators were experiencing each day and struggling to control. It was clear that they had a serious problem, but no one asked them about it. Why do the technical people treat the men and women who operate the facilities as if they did not know anything. These people live with the processes! They have a lot to offer!

When I was the Plant Manager of the big DuPont Belle, West Virginia plant, we brought occupational safety, occupational health, and PSM together as a whole safety system effort where each part helped the other parts. We created the conditions where people felt it was okay to talk openly together about the problems and address them. Where they helped each other. Trust was built so people could be able to do their best. The people came together enabling us all to perform much better.

Our Total Recordable Injury rate dropped by 97% to ~0.3 and our total emissions to the environment dropped by 95% in just 3 years. I look at total emissions to the environment as a key PSM metric since there is less waste from poorly running processes and fewer upsets or failures blowing stuff into the air.

Building trust and interdependence among the people is a very important part of management’s work. It is easy to do this using the Cycle of Intelligence, listening and learning together. Rosa Carrillo has written a fine book about the importance of the Relationship Factor entitled “The Relationship Factor in Safety Leadership.” This is easy to do if we just go into our organizations, share information, listen, and learn together. It would have avoided the disaster I mentioned earlier in this newsletter.

Yet most managers do not get out of their offices, talk with the people sharing information, listening, and learning together. Why is this? Rosa’s work and my work clearly show the great benefits to safety and productivity, yet managers shy away from this.

WHY????

In your own organization, what are you doing to open up and share information? What are you doing to open up a safe space where it is okay for people to talk and share? Are you bringing a diverse group of people together to talk and learn?

Each of us can make a positive difference. Will you?

Filed Under: Safety for Business, Safety Leadership Tagged With: Cycle of Intelligence, engage employees in workplace safety, occupational lhealth, occupational safety, OSHA, process safety management, Rosa Carrillo, safety in the workforce, safety leadership, The Relationship Factor in Safety Leadership, workplace safety

Safety II – What it is…and Why we Need it!

March 11, 2019 By Richard N. Knowles Leave a Comment

In my last Safety newsletter, I wrote about the need to significantly improve our safety performance.

I feel we are not moving fast enough to get to higher levels of performance. Way too many people are getting hurt and killed. Safety is a part of all we are doing and the whole system needs to be making improvements.

A big step was taken towards this goal in a Safety II in Practice Workshop in Saint Petersburg, Florida, on February 24-27, 2019. This excellent gathering was organized and brought together by Tom McDaniel, a widely experienced, practical safety leader. One speaker was Eric Hollnagel who has written several books about Safety II. He summarizes Safety II as “the ability to succeed under varying conditions, so that the number of intended and acceptable outcomes is as high as possible. The Safety II perspective looks at how work goes well and tries to understand how that happens in order to ensure that it will happen again.” The shift from Safety I, where we look at what went wrong, to Safety II where we look at what is going right and learn from it is critical for our work to attain higher levels of performance.

Tom McDaniel spoke of our obligation to present the closest interpretation of the truth in our organizations enabling the people to be given enough information to make the best possible decisions. We need to engage the people to help to improve our total performance including safety and reducing the number of incidents and injuries. We need to understand and build upon the things that people are doing right. He shared many practical examples to illustrate this.

Ron Gantt spoke about the need to widen our gaze to see the complex interactions of everyday work so we can see opportunities for improvement and facilitation rather only violations. He talked about the importance of going into our organizations, being with the people and seeing how they really do their work and the challenges they face every day as they get the jobs done. It is important to close the gap between work-as-imagined and work-as-done.

Our Safety I habits are strong and it is not easy to move into a Safety II approach and sustain it. Safety I and Safety II are not in opposition to each other. Rather we need to take the best of the basic rules, procedures and skills of Safety I, and build the positive approach of Safety II into our way of working with the people at all levels in the organization so that everyone can be the best they can be.

I was given the opportunity to talk about my work on Partner-Centered Leadership and shared information about the Process Enneagram, which is such a powerful tool to help people to come together to solve their complex problems. Partner-Centered Leadership is focused on sharing information, building trust and interdependence, helping everyone see the importance of their work for the success of the whole enterprise and moving into a better future. Everyone at the workshop was seeking ways to actually move into Safety II and make it happen so there was a lot of interest in this work.

Tom McDaniel was gracious in commenting:

“Dick Knowles has the most effective process for understanding and measuring leadership and its advancement. His knowledge on this subject is outstanding. He brings clarity to what many are already doing in an ad hoc method but by seeing this relationship distinction, it can only help you and your organization move further along. I know he has written a couple of books on this. He has helped many organizations succeed.”

This Workshop was an exciting step into a brighter future for the people in our organizations. Many thanks to Tom McDaniel for having organized this workshop and bringing everyone together to share and learn.

Filed Under: Safety Leadership, Safety Leadership Process Tagged With: business safety, employee safety, organizational safety, reduce workplace injuries, Safety conference, Safety I and Safety II, safety leadership, safety workshop

Our Progress is Too Slow for Safety!

February 12, 2019 By Richard N. Knowles Leave a Comment

Our safety progress here in the USA, in having fewer people getting hurt and killed at work, is way too slow.

A review of the Bureau of Labor Statics summary of fatal occupational injuries for 2011-2017 shows a 1% drop in fatalities from 2016 to 2017 to a total of 5,147 people having lost their lives at work. This is about 9% higher than the 4,693 people killed in 2011. The top three 2017 fatalities categories are roadway accidents totaling 1,299 (up 15% since 2011); slips, trips and falls totaling 887 (up 23% since 2011); and murders and suicides totaling 733 (up by only 2% since 2011).

Huge efforts by OSHA, The OSHA Voluntary Protection Program, ASSP, the Campbell Institute, the National Safety Council, NFPA, all their safety professionals and others seem to be stuck. A lot of significant effort like the ISO 45001 work is taking place. Big conferences are being held to share information, new ideas and all sorts of PPE, and other safety equipment. The ASSP conducts many safety professional certification programs in addition to all the various training programs and workshops. There is a lot of good information on the Internet to help as well. There is a lot going on! The amount of knowledge and expertise on safety is huge.

Why?

But why aren’t the improvements showing up in fewer people getting killed? Safety is about everyone going home to their families and loved ones healthy and injury-free.

I have a hunch!

Having worked as both a plant manager of big chemical plants for 13 years and consulting around the world for 23 years in all sorts of organizations, I have realized that so much of what we do in safety is managing the systems and processes and trying to keep things stable, focusing on reliability, predictability, stability, and control. This is good for the step-by-step, linear processes like running payroll, a production line, conducting a basic safety training session, or caring for the equipment and facilities and doing excellent PSM. Most supervisors and managers get promoted because they are doing a good management job. Every supervisory and management position has elements of managership that are very important and must be well done. But when we drive this sort of thinking relentlessly onto the people treating them like machines, things do not go well. This is where we are stuck in our safety work!

We need courageous leaders!

We need courageous leaders who focus on the people, change and the future. Leaders value sharing information, building trust and interdependence, and helping people to see how their job is important for the success of the whole venture.

Leaders see their organizations as if they are living systems; people are living systems so let’s treat them that way! Leaders go into their organizations on a daily basis modeling respect and openness, listening to and talking with the people about safety, the business and other important subjects. Leaders take a stand and ask the people to help them live up to it.

My safety stand was, “I do not have a right to make my living at a place where it is okay for you to get hurt. We also have to make profits so let’s get going and do both.” My stand on disrespect, harassment and bullying was that this was totally out of place. We need to treat each other with respect. I asked the all the people to hold me accountable to live up to these stands and they did.

When talking with the people, ask questions like these about their job:

How is your job going?
Do you know a better way to do it?
What are your two biggest safety hazards today and how are you going to manage these? (Employees need autonomy to be able to think things through!)
Do you have all the information you need?
Do you have the right tools and PPE for this work?
How can I help you?

In leading this way, I used tools for complex adaptive systems to help me develop clarity and co-create, with the people, the principles and standards of behavior like be respectful, listen, help each other, ask for help if needed, look after each other, apologize for mistakes, and tell the truth. We held ourselves and each other accountable to live up to these principles and standards.

Leading this way will help to shift us from Eric Hollnagel’s vision of Safety I to Safety II. In managing, we get stuck in Safety I and in leading, we break out and achieve Safety II.

Every supervisory and managerial position has a leadership component in their work. Supervisors have a larger managership component and higher level managers have a large leadership component. However, everyone with responsibility for people needs to balance and use both sets of skills.

When I was the Plant Manager of the DuPont Belle, WV plant, I led this way and the results the people achieved were amazing. Injury rates dropped by 98%, we went 16.5 million exposure hours between lost workday cases (8 Â½ years), emissions dropped by 88%, productivity rose by 45%, and earnings rose by 300%.

Leaders take a stand! Put your Stake in the Ground!

Go into your organizations listening to and talking with the people. Share your vision. Build trust and interdependence. Create safe spaces for people to talk with each other, to share and create the future. Everything will change. That is what I experienced at the Belle Plant.

Safety happens when people take the responsibility to take all they know into themselves and do it! In leading this way energy and creativity are released, resistance to change almost disappears, and everyone can become the best they can be. A lot fewer people will get injured and killed and the business will make a lot more money. This is what is at stake…a Stake that requires Leadership.

All it takes is the courage and WILL to lead.

Richard N. Knowles and Associates are happy to talk with you about this so please give us a call at 7167-622-6467.

Filed Under: Safety Excellence, Safety for Business Tagged With: business safety, creating a safety culture, employee fatalities, have a clear safety vision and message, improving safety in organizations, OSHA, safety improvements in business, safety leadership

It is all about “YOU”

January 14, 2019 By Richard N. Knowles Leave a Comment

It is a new year. Businesses have compiled their 2018 safety statistics. They are looking at economics and at people. Who was hurt during this past year? What have we put in place so that those injuries won’t happen again? What are we talking about together for betterment? How did our systems contribute to our successes or to the injurie/s? What was the presence and the strength of Leadership support like around those people who were injured? Where are we most vulnerable safety-wise? How can we lead more effectively? How can we have an even safer workplace in this new year, 2019? How can we help employees to become more aware, more safety vigilant? And thus more able to return to their families at the end of the shift whole – with arms, legs, toes, fingers, eyes, ears – all intact. (Leaders, are you asking these questions?)

I don’t believe anyone wakes up in the morning and then upon entering the workplace plans on getting hurt that day. Nope. It doesn’t work that way. Rather, we go into work, we start our work, and our focus tends to wander from safety – inattentiveness – hurrying – trying to do two things at once – perhaps even emotionally upset at times. The result is that slips, falls, pinches, pinnings, caught between, run over, cuts, scrapes, and near-misses or worse scenarios come about. Somehow we drop the ball on being able integrate safety into the whole task from the initial safety reminders to the safety wrap-up at the end of the day. Even in-your-face safety signage doesn’t save the day.

It doesn’t have to be that way. Nope. Safety starts when YOU—the individual person takes a stand that YOU will work safe…all day. YOU will ask yourself where the biggest risks are and how you must prepare for them. YOU will watch out (as well), for your buddy and the newbie. YOU are an adult. YOU don’t want to have to wear a brace or a cast or bandage because of the pain and the inconvenience it’ll cause you. YOU don’t want to have to miss work or become a statistic. YOU will look out for booby-traps and surprises. YOU will be attentive to what is happening around you and with your specific task. YOU will be your own poster child for doing your work safely…because YOU want to…because it is the right thing to do, because YOU can think for yourself. YOU don’t need to have a safety prize for a reward, either. YOU decide to be safe…everyday, every moment, every task, constantly building on the good things you know and strengths you have. YOU make the decision!

Why am I beating this drum today for this newsletter? Because it is a clear aspect of Safety and Leadership. Until YOU can take a stand…a genuine stand…on YOUR own Safety, your head won’t be or stay in the game. And Leaders, Supervisors, Managers, CEO’s, you need to take your stand, too. Your stake has to be clearly and visibly in the ground. Your people need to know that you’ve taken your stance on safety and expect the same of them.

What does “taking a stand mean?” It means that not only will you publicly share that you recognize that YOU believe that working safely is important and something you must do, but you are, in addition, willing to ask all those you work with, to kindly hold you accountable to that stand. Will you do that? What’s your stand?

That’s the difference that makes the difference!

Filed Under: Safety for Business, Safety Leadership Tagged With: employee safety, engage with your employees, make a difference in safety, partnering for safe workplace, safety for employees, safety leadership

The Oil Patch

December 5, 2014 By Richard N. Knowles Leave a Comment

Recently, there was one man killed and several others seriously hurt when a tank they were cleaning exploded. The article describing this accident talked about how high the injury and death rates are in Wyoming, in the oil industry, due to lacking a “culture of safety.”

safety leadership There is no doubt that work in the oil and gas industry is tough and dangerous, but that is no excuse for disregarding the health and safety of the workers. Almost all the deaths occurred when safety procedures were not followed. There is plenty of safety information available relating to tank cleaning. Have we not learned the lessons of improper confined space/vessel entry?

But, the demands for production are high. People are pushed to do things faster and quicker so corners are cut and procedures are modified to make the work quicker and easier. Communications are difficult because the people are dispersed across many working units. Do we just say that this is the way it is and bad stuff happens or do we take the responsibility to create a culture of safety? I think that supervisors and managers need to step up to the problem and solve them like they have shown that they can solve other tough problems.

My mantra, as a Plant Manager, was:

“I don’t have a right to make my living at a place where it was okay for you to get hurt. Now we need to make money so let’s figure out how to do that safely.”

If these supervisors and managers really work with the people, they will be able to make a big step towards very much improved safety. Following safe confined space/vessel entry procedures is a given – if we want our people to be able to be safe. Where do you stand?

Filed Under: Safety Excellence, Safety for Business, Safety Leadership Process Tagged With: oil spill and workplace safety, safe work environment, safety leadership, tools for safe workplace

Keeping Things Simple

October 23, 2014 By Richard N. Knowles Leave a Comment

With our focus on improving the safety in workplaces, our intention is to make things less complicated and difficult. Many organizations that we work with are all tangled up and things keep getting twisted around.

People get protective of their turf, resist changes, form tight little groups and exclude others, bully, get into endless arguments with management and others, and waste a huge amount of time in unproductive activities. This drives the management into difficult positions trying to push to get things done safely and on time. Everyone is in the tangled web.

self organizing safety leadership Things do not have to be this way! Most of the people know that this is counter-productive but that is the way it is. However, when we engage the people from across the organization in the Complexity Leadership Process, guiding them in a purposeful conversation of discovery that changes everything, they find it does not have to be that way!

In working with them, we begin with an important question like “How can we reduce the number of people getting hurt?” and talk together. In the course of this, stories are told, incidents remembered, injuries relived, and things open up. The people discover that they know a lot about all this, but the knowledge was hidden and scattered among everyone.

As we talk together, we see how, in working together, we can get a lot better in reducing injuries.

No one comes to work expecting to get hurt, so they begin to see ways for people to stay healthy. As their ideas develop, they are posted on the wall chart we use and a Strategic Safety Plan develops. The excitement builds as people engage in the conversation and debates. They co-create their safety future together, discover the connections that they have with others, and create ad-hoc teams to go after their big discoveries for improvement. When they have co-created their plan, priorities are clarified, and resistance to change virtually disappears so changes are made and improvement is seen very quickly. Their Strategic Safety Plan is posted for everyone to see and use going forward.

In working this way, management’s job gets a lot easier and becomes one of facilitating the people rather than having to drive them. Becoming a cheerleader is more fun than being a driver. Furthermore, the accident and injury rates go way down so everyone wins. I know this happens because this is what happened to me when I was the plant manager in the DuPont Belle, West Virginia Plant.

In working together this way, the chances for making those 3 Big Safety Mistakes go way down!

Filed Under: Safety for Business, Self-Organizing Leadership Tagged With: creating a safety culture, reduce workplace injuries, safe workplace, safety education in the workplace, safety leadership