Traits of a Good Safety Leader

A discussion with a friend the other day about our different workplace cultures underscored to me the sentiment that good leadership is the major determinant of how satisfied people are at work.

While most leaders aren’t trained for the roles they are moved to, the qualities of leadership that produce happy employees are core characteristics, regardless of whether they are leading others.

A succinct analysis of some of these traits in a recent article from Southern New Hampshire University caught my attention.

Empower the Team

It seems to be universally understood that employees desire to contribute to their organizations. Strong leaders understand this need and encourage team members to voice their ideas, opinions and concerns.

Encouraging employees to act on their observations is especially important in safety situations.

Example: During a recent interview, the importance of empowerment was described to me through a tragic example. A new employee was working alongside an experienced employee doing utility work. When the younger worker noticed that his colleague was not following the proper tethering protocols, he felt he wasn’t in a position to point this out, being so new on the job. The improper procedure led to an accident in which the older employee died.

Credibility

Leaders whose actions prove that they follow through on procedures and policies establish a baseline of credibility that ensures everyone is on the same page. No one is left guessing if a program or initiative is valuable.  

For safety protocols, leaders must demonstrate that they follow the same rules as everyone else.

Example: During a recent webinar I moderated, a company that collaborates with industrial companies to create safety procedures offered examples of workers not wearing the PPE that had been chosen specially to address hazards. The company representative explained that many times, the safety culture just isn’t strong enough, which leads to employees feeling complacent and ignoring procedures.  

Authenticity 

Staying true to who you are within a company culture is becoming essential as younger workers look for this type of leadership.

When a leader reveals their own background, no matter which category, it opens up a pathway for employees to bring their unique perspectives and strengths to the job, rather than hiding this part of themselves.

Example: I have had the good fortune of working with several leaders who are adept at talking about who they are. This creates a strong bond. And this strong bond can manifest in the attitudes teammates develop for each other. Winners of our America’s Safest Companies often speak about the culture of caring that they have created, where the norm is for employees to look out for each other’s safety. 

Bias for Action

Instead of pontificating about the latest initiative, a true leader gets moving and puts a plan in action. This signals to employees that this is a program that needs attention.

For safety policies, there needs to be specific tactics around the goals of the new program.

Example: A safety expert I spoke to said that when her company viewed the metrics on their factory floor, she used it as a guideline for change. When they noticed one area had a high number of incidents, they redesigned the layout.

Using these traits as a roadmap to achieve a high standard of leadership can result in a company culture that drives employees to be actively engaged in fulfilling both the company's mission and their personal missions.