Want to be a good safety leader?
Managers like to manage, but managing
health and safety is about people and their behaviour.
Come to think of it, managing anything except a computer
is about people and their behaviour. Unfortunately,
there is an all too common style of management that
believes controls, directives, measurements and accountability
are the keys to achieving “results”. There
is always someone prepared to introduce a new technique
or programmes and standards requiring acres of paper
and “systems” full of risk calculators and
gimmicks that no one ever uses.
It’s actually all about leadership and getting
participation of employees. Nothing else really matters
(see our previous article “Which
two elements are the keys to good safety management”)
and our SafetyBlog
page.
So, while contemplating this theory, we came across
the following definition of safety leadership (it would
apply to any leadership), in the Psychology of Safety
Handbook by E. Scott Geller. It fits so well with one
of our other articles this month that we just had
to reproduce it and add some commentary:
“Managers” vs. “Leaders”
| Managers | Leaders |
| Hold people accountable | Hold people responsible |
| Train | Educate |
| Speak first, then listen | Listen first, then speak |
| Answer questions | Ask questions |
| Promote compliance | Promote ownership |
| Direct by edict | Inspire by example |
| Use unconditional statements | Use conditional statements |
| Mandate roles and policies | Set expectations |
| Manage what’s measured | Facilitate intangibles |
| Limit choice | Encourage choice |
| Enable mindlessness | Facilitate mindfulness |
| Follow a directive approach | Instruct, support, coach or delegate |
Note that a lot of managers think
that leadership is actually to do with being tough,
strong minded, forceful and directing people. Now look
above in the leadership column. Apart from a clear pre-requisite
being a calm and confident vision and focus, good leaders
may not have to expend energy being tough, or implement
“flavour of the month” programmes. It’s
all to do with enabling others.
Let’s look at some of those important points.
Hold people accountable vs. Hold people responsible:
A manager may use accountability as a threat. People
will be judged on whether they achieved KPIs and be
blamed for failure, regardless of whether they were
resourced, had the knowledge or the means to achieve
it. So, how to be a leader? A leader will delegate responsibility,
listen to needs, facilitate and coach people to achieve
the expectation placed on them.
Train vs. Educate: Training implies
a slavish adherence to procedure. There may be many
ways to achieve an end result. So, how to be a leader?
Education means people understand the wider process
and context within which they operate. They are able
to accept responsibility and exercise discretion. Enable
them to make variable decisions and choices, based on
a broad knowledge of the process.
Speak first, then listen vs. Listen first, then
speak: Managers may direct, then get feedback
(which is often ignored). People are individuals, so
they don’t want to hear until they have been heard.
So, how to be a leader? Listen to the context the individual
works in and show recognition and real understanding
before tailoring your instructions accordingly.
Promote Compliance vs. Promote Ownership: Similar
to the Train/Educate item above. A manager may just
say “Do as I say. Follow directions”. People
will comply reluctantly but never behave with as much
care and responsibility as if it were their idea. So,
how to be a leader? Install ownership by giving responsibility
and supporting people. Be loyal to them. If they take
an interest, reward with praise, feedback and more responsibility.
Remember that saying: “What interests my boss
fascinates me”.
Direct by edict vs. Inspire by example:
Akin to the warriors of old who led their armies into
battle personally. Hard to imagine too much muttering
in the ranks if the boss is out there showing the way.
Use unconditional statements
vs. Use conditional statements: Perhaps consider
the difference in message between “There will
be no exceptions”, which is foreboding and excludes
debate or individualism, and “We always aim for
xyz, but if we fall short, we will find ways to learn
from the experience”. The latter stays “on
message”, but is not intimidating and is clearly
more inclusive.
Mandate roles and policies vs. Set expectations.
Compare “This is how it’s to be
done” with “What I need you to achieve is...”
Manage what’s measured vs. Facilitate
intangibles: By all means measure results,
but the things that determine peoples’ behaviour
are the things that actually get the results. It’s
no good beating people up for not reaching an objective
if they were being ridden roughshod. So, how to be a
leader? Put time and resources into the journey. People
thrive on things like trust, self esteem, responsibility,
recognition. These are the internal engines that reach
the goal.
Limit choice vs. Encourage choice: Managers
may feel that by taking away choice, we reduce risk
and standardise behaviour. Fact is, that’s how
we create failure. So, how to be a leader? It’s
more choice we need, not less. Who is the person making
the decision to step into the wrong place a moment before
the accident? The supervisor? The manager? No, the injured
person made the decision, and all too often, bad or
risky decisions are made because the person felt it
was “someone else’s problem”, or because
they had no real choice or authority.
(Not all the comparisons in the table are covered specifically,
as there are overlaps between them).
So, leadership is about encouraging people to think
more, not less, to exercise responsibility and ownership,
and to make more informed decisions.
Sounds like a stress free win-win to us!
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