Leaders who think in terms of "repeat offenders" are unlikely to consider contributors other than the ill-intended motivations or habits of those injured. Besides not solving the problem, this approach often backfires.
The National Safety Council put it even more succinctly, so that no one could miss the gravity of this situation: 52 people in America are dying from prescription opioid overdoses every day.
Commitment, caring, cooperation, and coaching can all be observed. If employees do not see progress in these four areas, the safety culture will never grow toward excellence.
Set your own and others' expectations that cultural change is a process.
A spokesman for HSE said, "By law, employers must take reasonable steps to protect workers—this is as true on a film set as a factory floor."
I'm willing to pay more for service that delights me and continues to exceed my expectations. A simple search in your favorite browser will show a plethora of research that demonstrates I'm not alone in that regard.
Leaders have to first embrace reality, then help others do the same.
NHTSA Administrator Dr. Mark Rosekind and U.S. Transportation Secretary Anthony Foxx announced a proposed $4 billion federal investment to accelerate the development of safe vehicle automation.
The strategy is to establish a pilot interim storage facility that mainly will accept used nuclear fuel from reactors that have already been shut down; a larger interim storage facility; and one or more long-term geologic repositories.
Far too many organizations are still focused on activities and rates.
People are typically uncomfortable with change. That's why making things happen entails dealing with others' fears.
We've worked in this field for three decades and have seen numerous organizations with dramatic soft-tissue injury risks have been able to realize up to 80 percent reductions in such injuries.
"This three-sided strategy . . . could be a model for many other communities," said Gary Tuggle, DEA Special Agent in Charge for the Philadelphia Division.
Organizations that tend to outperform others do so with highly engaged employees who feel like they are in the know regarding the company strategy and their evolving role within it.
Leaders can help build a more mindful workforce.
The July 2013 derailment in Lac-Mégantic, Quebec, of a crude oil train triggered many federal actions in Canada and the United States as crude oil shipments by rail skyrocketed.
Successful organizations concentrate on a few specific precautions identified by data that will focus efforts to prevent injuries and incidents.
Leaders have to encourage mental readiness, first in themselves and then within everyone else.
Rebuilding trust won't be easy.
If people are unaware of what they need to do or how they need to do it, we must ensure communication is clear and both performance and results based.