For EHS professionals who are using the traditional model of safety management and aren’t getting the results they’re seeking, Mathis offered several ideas, including creating a coaching culture and redefining roles, responsibilities and results (RRR’s).
A coaching culture, Mathis explained, is one in which “the leaders are trying to help the followers become better.” In such an environment, the role of safety leaders is to coach safety-improving behaviors and culture-building behaviors, he said.
“Being successful is more than being a great leader,” he said. “Being successful is leading great people. And you very seldom hire great people off the street. You hire people with the potential for greatness, and you have to make them great after you get them there.”
Setting clear expectations by redefining an organization’s RRR’s can help engender a coaching culture, integrate safety into production and shift safety into more of a support role, Mathis asserted.
Although it’s “a massively oversimplified example,” Mathis said an organization could redefine the RRR’s of front-line supervisors or foremen to make them the everyday safety leaders of their respective work groups. That means they not only would “take the daily lead in safety” but also would need to become “a great personal example of safety,” he explained.
“We need you to walk the talk out there,” Mathis said, describing the way an employer might explain the new marching orders to a supervisor or foreman. “You need to become a safety expert on what your crew does. We know you’re not going to get there overnight. We know you’re not going to be perfect. And we have a resource for you: It’s that guy who used to come around and do the safety part of your job.
“When your workers have a safety question, we want them to come to you first. If you don’t have the answer, you have that resource that you can go back to. But we want you to become the intermediary in that.”
Along the same lines, Mathis recalled a conversation in which a senior executive told him he’d like to see all workers become safety experts on their jobs. For example, a welder would become a safety expert on welding, a machinist would become a safety expert on machining, and so forth.
“That’s one of the smartest things I’ve heard a senior-level executive say to me in a long time,” Mathis said.
How, then, should the RRR’s of safety managers change?
“You would tell your safety manager: ‘I don't want you to be a field manager, a foreman, a supervisor out there. I want you to be a subject-matter expert,’” Mathis explained. “‘I want you to stay up to date on your field. I want you to go to professional development [conferences]. I want you to proactively analyze and strategically plan how we’re going to get better in safety, not run around putting out fires. You need to be a resource for the supervisors.’”
Ideally, safety professionals would teach supervisors how to coach safety, and supervisors would teach workers how to be safe and how to coach safety – creating “a continuous-improvement chain that reinforces itself everywhere along the way.”

(資料來源:EHS Today)

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