There are lots of world-class safety professionals in companies around the world, but relatively few world-class safety organizations. This is not about patrolling the worksite and catching and scolding those who conduct safety violations.
And that can lead to a complete culture change – and you, the safety officer, can become the leader of that change. Well certainly there is something in common, but on the outside it’s hard to determine because some of the great leaders have very different personalities and leadership styles. Unfortunately, the harsh reality is that there are over 4,000 workplace fatalities and over three million recordable injuries per year in the United States.
Team understanding of what the risks are and what the effects of these risks could be is one of the most important aspects of accident prevention.
An effective safety leader is not afraid to roll up their sleeves and lend a hand to their workers. Be a constant model of safety, whether this means wearing a hard hat or following all of the tedious but necessary steps. A safety leader shows, through his or her example, that everyone is in fact a leader when it comes to safety. One of the biggest challenges in safety is getting people to do what they are supposed to do.
BBS is a scientifically-based set of strategies designed to help front-line workers engage in safe behaviors more consistently. There are some obvious behaviors that supervisors, managers and executives need to do to create and sustain excellence in safety.
It is important to note here that the most effective approach for helping leaders increase high-impact safety behaviors is the same approach used in good BBS programs: the science of behavior analysis.
Once you understand how to improve behavior (the science tells us that), then the question is what safety leadership behaviors should you focus on? After interacting with thousands of supervisors, managers and executives, we have rarely met a leader who didn’t care about safety.
Consider the following when establishing what your leaders should continue, stop and start. Is near miss reporting actively encouraged or is it inadvertently discouraged by too often leading to blame and discipline?
Do you rely too heavily on strategies like safety signage, checklists and meetings to drive critical safety behaviors? Using the questions above as a guide, organizations can identify improvements in leader safety behaviors.
Founded in 1978, and headquartered in Atlanta, GA, Aubrey Daniels International (ADI) works globally with a diverse spectrum of clients. You do not have JavaScript enabled in your browser so some elements of this website may not appear or work as expected.
Several modules of the Safety Leadership Program have commenced and will continue in the coming months.
To date, the Incident and Investigation Management (ICAM) and Safety Fundamentals Workshop (Dupont) modules have been completed.
The National Safety Initiatives program is a nationally coordinated program to ensure that certain tasks and plant and equipment are consistently managed throughout Swire Cold Storage. Developing leaders' capabilitiesAt Swire Cold Storage we have a real commitment to developing our people for the long term. If you are currently working in the Queensland building and construction industry you may be eligible for CSQ funded training to advance or expand your skills under one of the CSQ programs listed here. If you are a career seeker or career changer looking to work in the Queensland building and construction industry you may be eligible for CSQ funded training under one of the CSQ programs listed here.
If you are an employer in the Queensland building and construction industry looking to develop your workforce or employ an apprentice or trainee CSQ provides information, guidance and funding for training and incentive programs listed here. If you are a Registered Training Organisation (RTO) you can find information about CSQ's procurement process and contracted RTO relevant information here. You will find all current publications, access to online forms and other resources including definitions, information about careers in construction, photo gallery and video gallery here. The NQ Safety Leadership Group have extended an invitation to attend a Safe Work Month luncheon in Townsville on 30th October.
Safe Work Month is part of a Workplace Health and Safety initiative encouraging working Queenslanders to get involved in safety at their workplace, helping to reduce the incidence of death, injury and disease.


Around 17 Queenslanders die each year as a result of traumatic workplace incidents, and over 5000 suffer a permanent injury.
The NQ Safety Leadership Group was initiated 6 months ago by JESI, Safe Work Connect and Fredericks Heywood. The NQ Safety Leadership Group have committed to a suite of forums over the next 12 months to provide continued advocacy of Best Safety Practices.
This is a FREE event thanks to support from sponsors – CSQ, Impact Innovation, Core Staff and Dial Before You Dig. Safety culture has been found to have a significant influence on safety performance outcomes.
Subscribe now to receive newsletters, updates on the latest funding available, important industry developments and events including awards and networking opportunities. But we must remember that leadership is not necessarily innate in someone who has a leadership title. However, one thing that can be an important leadership quality is having a willingness to change – change the status quo in the office, change leadership styles, and even be the ultimate change agent. That is a negative-reinforcement approach, which often does notwork like it’s supposed to (in our heads, anyway).
Rather than being critical of a worker’s attention span, the safety officer should provide workers with the skills and tools they need for them to keep their attention focused so they lessen their chances of an incident. Safety leadership aims to create an environment where workers can focus on their tasks while avoiding harm and statistics like these, making safety a reality on the job.
Walking around with a clipboard and making inspections isn’t necessarily the best way to gain trust and increase desire to practice safety on the job.
As a safety leader, you want to create a healthy paranoia on the worksite so that workers are continually aware of potential dangers and how to prevent them from occurring. In order to understand how real the risk of danger is, you’ll need to be hands-on and serve alongside the workers. If you hold yourself accountable, your workers will hold themselves and each other accountable, too. Create a unified environment with genuine accountability among workers, and your safety will be of utmost importance.
There are many resources for keeping you up to date on the latest regulations and state-of-the-art safety equipment. It involves observations (usually peer-to-peer), real-time feedback and recognition for improvement. What leaders say about safety, how they prioritize safety both in words and actions, how quickly they deal with hazardous conditions, etc. While the tools and specific strategies might differ, only approaches based on science will be effective in the long term. Effective safety leadership requires systematic assessment of the impact of current management actions and establishing what actions to continue, what actions to stop and what actions to start. Don’t be lulled into thinking that company intranets and email are always read and understood. Lagging indicators in safety are misleading and cause a reactive approach to managing safety. If safety is considered a priority above production, are you certain all your organizational systems support this?
Scientifically speaking, these are all antecedents (events that come before behavior) and have limited impact on sustaining behavior. When employees believe that the company is not taking care of hazards they are much less willing to participate fully in safety programs.Many hazard programs inadvertently discourage reporting and fail to provide timely feedback to those dealing with the hazards. Those behaviors must also be systematically nurtured and sustained, just like other critical business behaviors. Take the Luck out of Safety – Leadership Practices that Build a Sustainable Safety Culture by Dr.
We help accelerate the business and safety performance of companies worldwide by using positive, practical approaches grounded in the science of behavior and engineered to ensure long-term sustainability. The safety leadership program consists of eight modules and is designed as an engaging and up-tempo program that will have each leader reflect, shape and determine what actions they can take to improve safety leadership and culture. The Understanding Your Responsibilities module commenced in May, and the Risk Containment Workshop module will be delivered in June and July.
These deaths and injuries have a devastating impact on workers and their families, with a significant financial cost to the Queensland economy.


Leadership qualities can be expressed by anyone in the company, and in some companies even the executives could be lacking in the leeadership that workers or supervisors have.
Robert Pater wrote an interesting article about this in the April 2015 issue of Professional Safety magazine, published by ASSE. If you want to have a world-class safety record for your company, then you should not only evaluate  your protocols and training and find your gaps, but you should take an inventory of yourself. We all know people who are leaders among the rank-and-file, and we know people in leadership positions who just don’t have what it takes to inspire people to succeed. Instead, focus on fostering a unified environment and putting yourself straight into the work zone with your workers. Be realistic when planning how to handle potential problems and risks, and be descriptive in your plans. As a leader, safety may start with you, but the overall goal is to get all of your coworkers to practice safety as well. When implemented properly, BBS can be very effective and has improved safety for thousands of organizations. Thus, leader behavior sets the context for front-line behavior both directly and indirectly. Behavioral science gives us the criteria to evaluate what we do in safety and guides us to safety solutions with maximum impact. Many safety issues can be effectively resolved without the use of discipline and its destructive side effects. During periods of low or no incidents, it is easy for leaders to assume everything is under control and do little or nothing. Doing so will result in long-term improvements, whether used in conjunction with BBS or alone. ADI supports its clients in accelerating strategy execution while fostering employee engagement and positive accountability at all levels of their organization. The remaining four modules will be planned and delivered by HSSE and People and Culture during the second half of the year.
Actions that strengthen safety culture maturity will also be explored including how to build a supportive environment, engagement and trust in people and systems.
But in reality, the change in style will have to come first, or the culture won’t really change  whatever improvement might be made initially will be short-lived without an obvious change by you, the safety officer. Understand how you have been leading, and consider very strongly taking a different approach.
If the risks become reality, your detailed plans will keep things calm and organized during a crisis. Remember that you are all part of a team and each player is crucial to getting the job done.
From skipping steps in a confined space entry procedure to failing to wear PPE at the appropriate time to not drinking enough water to prevent heat stress, getting people to do the right thing is often a challenge. But a BBS process that focuses too heavily or exclusively on the front line is not an optimal solution.
Your organization uses the latest science and technology for all other parts of your business.
Get to know them personally, and your team’s dynamics and desire to increase safe practices will be sure to increase. These challenges led to the development of Behavior-Based Safety (BBS) over twenty years ago. While such focus appears to make sense since front-line employees are the ones in the line of fire, it is really only part of the solution. Why would you not use science for the essential job of managing people and their behavior, especially around safety and safety leadership? Therefore, one critical, but not obvious leader behavior is to look at the impact of organizational systems on safety and ensure the systems don’t inadvertently encourage at-risk behavior.
For example, a Six Sigma project designed to save a million dollars unintentionally encouraged safety short-cuts and ultimately caused a multi-million dollar accident instead.



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