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How To Get Buy-In
To Your Safety Culture
Presented by Jane Colbrook
Aviation Safety Consultants
Obstacles To Buy In
• Company Growing too quickly
• Inadequate Training/Skills/Experience
• Lack of Communication
• Time – too busy.
• Ego/Rogue Employees
• Responsibility but No Authority
• Lack of Interest – it’s not “cool”, doesn’t apply to me
• Director of Safety is seen as “Management”/Dir. Of Safety is seen as “Non-Management”
Obstacles To Buy In, Continued
• Director of Safety doesn’t report to the “Top”
• Lack of Budget –After all, Safety is #1!
• Management Involvement/Buy In – what they see is what
you’ll get…
• Organization operates within a Silo Environment
What Made YOU Buy In To Safety?
Cost of Non-Buy In
No matter what language
you hear it in, it’s still bad
news!
• Provide leadership and structure to all aspects of safety functions
• Ability to lead, motivate, develop, coach and drive associates to meet goals and
targets.
• Broad knowledge in field of organizational employee development and adult
learning
• Advise and counsel senior leaders and managers to optimize organizational safety
effectiveness.
• Proactively manage risks.
• Foster an internal environment that thrives on safe practices, organizational safety
development and adaptation
A SAFETY MANAGER JOB DESCRIPTION
Which One of These
Commands More Respect?
What Level Is Your Safety Position?
• Vice President of Safety and Security…?
• Manager of Safety…?
• Manager of a program that doesn’t really exist…?
• No title – just responsibility…
What Other Roles Do We Play?
Some (Possibly)New Tools
From The Flight Deck
• Checklists
• Crew Resource Management (Team
Resource Management)
• Briefs and Debriefs
• Real Life Training
• Documentation
• Regulation
• Non-punitive reporting program
• In Your Face Safety - everywhere!
(Visibility)
How Do We Use These Tools?
Checklists
• No more than 5 or 6 items (Coast Guard has 10)
• Make Them Professional
• Keep Up To Date
• Use them before and after every operation
Briefs/Debriefs• Use prior to every day/operation /
meeting
• What did “I” do to contribute/impede operations
• How can “I” do it better next time
• Keep the emphasis on self and making things better – not blaming or looking back
How Do We Use These Tools?, Cont’d.
Team Resource Management
• Ask a lot of questions – utilize
ideas – help others to develop their
own ideas
• Remember that we tend to choose
people who are like us to help –
DON’T
Real Life Training• Doesn’t have to be expensive
• Utilize Resources – Red Cross / Local Fire Department / EMS
• Safety Demos – utilize your own personnel
• Make it progressive and regular
• Document/Document/Document
How Do We Use These Tools?, Cont’d.
Regulation• OSHA / Breakfasts
• ISO 9001
• EPA / FDA / FAA / Best Practices
• Conventions / Conferences / Trade Magazines
• Create your own and …. Document them!
Documentation
• Ops Manual
• Safety Manual
• Training Manual
• Audits – keep for a long time to see
and show progress
How Do We Use These Tools?, Cont’d.
Non-Punitive Reporting
• Very misunderstood
• Use it to get more information about what’s really happening at your place of business
• Allows you to learn what isn’t working in your SMS
In Your Face Safety
• Keep it up front and logical –
Visibility must be positive
• Don’t overuse in an obvious way
• Utilize others to help with this to
free up your time for everything
else
Organization Silo
When safety is managed from the department level
• management conflicts
• Immature Department Head Behavior (fear of losing control,
wants to do it their way)
• Ingrained attitudes – we’ve always done it this way
• Many different rules and procedures
• EXAMPLES: 911, Oklahoma City Bombing
Crucial Success Factors
• 1) perceived effectiveness of the training,
• 2) trust in management/leadership
• 3) safety included in performance appraisals
• 4) tenure with the organization (experience/knowledge)
Perhaps Some New Territory
• a) instituting a drug screening program;
• b) developing ergonomic and engineering strategies that decrease the probability of an employee engaging in at-risk behaviors;
• c) understanding the characteristics of workers most at risk for unintentional injury;
• d) educating and training employees regarding equipment, environmental hazards, and at-risk work practices; and
• e) motivating safe work behaviors through behavior-based observation and feedback.
Four Levels of Behavioral
Competence
• unconsciously incompetent,
• consciously incompetent,
• consciously competent, and
• unconsciously competent
• WHICH IS THE MOST DANGEROUS?
Respect People’s Time
Create safety training that is well informed, easy to understand, well laid out, take aways that people will use.
Instead of candy – make it lanyards, posters, keyrings, safety wallets, passport covers, coffee mugs
Item with email, website info on safety reporting
Make them so they want to come back for more….
“Introduction to” classes – can get people interested in learning more about safety program
Have employees sign up for safety programs
Most Valuable Asset To A Safety Manager?
PEOPLE
KISS PRINCIPLE
(KEEP IT SIMPLE SWEETHEART)
• Visibility
• Utilize your resources well
• Utilize Checklists
• TRM - Teamwork
• Don’t be afraid to change the course a little bit at a time – it’s easier to make
a 10 degree turn in an airplane than a 180 degree turn
OWN THE RESULTS
Good or Bad
Learn From Mistakes
Teach From Mistakes
Review of Prior Goals
• When someone else doesn't respond in the way we think they
should or in the way we'd like them to, remember there are always
three choices:
• 1. the one you want
• 2. the one you don't want
• 3. the presence of mind to look for other choices.
assumptions and memories can hamper your ability to see your broad
range of alternatives"... Dr. Shari Frisinger
