October 5, 2024 • 20 mins
In the podcast, Dr. Mark French discusses the importance of leadership in creating a strong safety culture within organizations. He emphasizes the need for leaders to prioritize the well-being of their teams, using the management of heat stress as a central example. Dr. French recounts his experience observing a team in Texas, where extreme heat required close attention to safety protocols. The team worked together effectively, ensuring hydration breaks and taking care of one another, which underscored a critical point: safety must be ingrained in daily operations.
Dr. French highlights the significance of making safety processes automatic, so that employees can easily make safe decisions. He explains that leaders must go beyond suggesting safety measures, actively ensuring their teams are protected. This extends to supervisors personally checking on workers, making sure they have access to water and encouraging breaks when needed. This hands-on leadership builds trust and fosters a culture of care.
Moreover, Dr. French reflects on his company's achievement of being named one of Newsweek's Top Most Loved Workplaces for 2024. He attributes this recognition to the organization's deep commitment to safety, which serves as the foundation for broader cultural and leadership success. By placing safety at the forefront, companies can empower their people, driving engagement and overall workplace satisfaction.
In conclusion, the podcast underscores the role of safety in creating thriving, empowered teams and how leadership is key in embedding safety into the workplace culture.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Mark French (00:01):
This week on the leading and learning through
safety podcast. We're talkingabout safety attitude, and we're
going to begin by talking aboutheat stress and how it's more
about managing people than it ismanaging the environment. Let's
talk about that this week on thepodcast.
Announcer (00:36):
Welcome to the leading and learning through
safety podcast. Your host is DrMark French. Mark's passion is
helping organizations motivatetheir teams. This podcast is
focused on bringing out the bestin leadership through creating
strong values, learningopportunities, teamwork and
(00:57):
safety. Nothing is moreimportant than protecting your
people, safety creates anenvironment for empathy,
innovation and empowerment.
Together, we'll discover meaningand purpose through shaping our
safety culture. Thanks forjoining us this episode and now
here is Dr Mark French,
Mark French (01:30):
hello and welcome to this episode of the leading
and learning through safetypodcast. Hi. I am your host. Dr
Mark French, and I am so happythat you have chosen to spend
the next 20 minutes talkingabout leadership, talking about
safety, talking about people themost important thing, the most
(01:50):
complex thing that we have inour work environment is our team
and our people. The mostprecious, the part of it that
makes it worth what we do everyday as leaders is seeing our
people excel, seeing our peoplegrow. And this week, I had a
(02:10):
really good experience overall,and I want to share just a few
things about that experience,about what I saw, about what
went just the things that cameto mind as I was there, and I
hinted that it was going to beabout around heat stress, that's
where it began for me to seeclarity on where we begin to
(02:32):
talk about our people. And sothis week, I was in Texas, and
there's kind of two temperaturesthere that appears for me when I
was there, there was hot andthere was hotter. So you had
your choice, which, which, whichtemperature Do you want today?
Do you want to be hot or youwant to be really hot? And I was
(02:53):
out in the field, and theyactually went out in the
afternoon, not because of heatstress, but that's just the way
it worked. And I don't want toput any pretenses out here of
patting myself on the back forany of this, because Sure, I'm a
leader with the organization. Ihopefully hit Set some tone for
culture. I set some tone for howwe do things. But what I saw was
(03:18):
some genuine teamwork and somegenuine people management and
leadership, and it wasn'tdirective, it was natural, and
it was part of the function ofwatching them work. So the work
was going on outdoors. Therewasn't a lot of shade, and it
was definitely hot toward theend of the afternoon, when I was
(03:41):
out doing the work, and what Ireally wanted to see was the
hazards that were present andhow the team were working
together, how they wereinteracting, how they were
talking. And so first thing Iask is, do you have a cooler out
here that you're filling up withice and water before you come
out every day? And there was twotrucks there doing the work. The
(04:03):
team was out doing their work,and they said, Absolutely, and
they showed me where theircoolers were at, and they were
full of water and ice. Now theice wasn't as much ice anymore,
because it had been a few hours,but it was still cool, and it
was still in the cooler. Andwhat was even more interesting
was the supervisor that had beenin the office and decided to
(04:27):
come with me, to take me on thistour, to show me where the teams
were, was already inspectingthem, and I didn't even realize
that he was going around andchecking and encouraging the
team, like, if you need moreeyes, to give more eyes. If you
need more water, you get morewater you fill up what you have
to do to make sure you'reprepared for the work you're
doing, and if you need to stop,you stop. That was powerful to
(04:50):
see that detail of just checkingon the team of it wasn't related
to did you get that work? Doneon time. One of the critical
items that was checked was, didyou have your water? Was, did it
look like you were using some ofit, and was it still cold? Did
(05:11):
you still have ice on it whereyou could take a break get what
you needed? And that was one ofhis inspection points. And
that's not something that I wasteaching or doing. He did it on
his own. Impressive. I reallyappreciated seeing just the
aspect of caring and checking onit in a physical way that makes
(05:35):
a difference. Now let's take ita step further that the not only
at the so they finished up whatthey were doing, the task that
was at hand, and we're beginningto discuss the next phase of the
work that needed to happenduring that time, the field
supervisor, or kind of the fieldcrew lead that was leading the
(05:55):
group of a few team members,goes over, gets in the cooler,
grabs out like a whole armful ofbottles and just forces them
into the hands of his team. Itwasn't like, Hey, do you want a
water? It's like, here's you'regonna take it. And while we're
sitting here discussing whatwe're gonna do next, you're
gonna drink on you're gonna sipon it and drink it. It forced
them to stop and do somethingfor safety. It forced them to
(06:18):
hydrate. It forced them to resta little bit more. And it was
impressive to see that, thatthere wasn't the option of like,
Hey, everybody, go get a water,or that where you say, hey, go
get it. And that I learnedthat's a really cool thing that
I saw, that I most of them like,hey, go grab a water. I'm that
(06:39):
kind of a leader. He took it tothat next level. And I was
really impressed, honestly. AndI keep saying that over and over
again, but when you think aboutthe difference between asking
someone to go do something fortheir safety, like, hey, why
don't you go take a break, andthen physically going, Nope,
you're done. You're gonna takethis water, I'm gonna put it in
(06:59):
your hand, and you're gonnastand here in the shade while
we're talking about the nextphase of our job. We're not
going to be it was interesting.
We turned it into it was. It wasproductive, talking about the
planning out that next phase ofwhat they needed to do, how they
were going to do it, and at thesame time, taking a break in the
shade, sipping on some water,making sure they were taken care
(07:22):
of because it was hot. There waseven, for me, it was it was hot.
And generally, I'm acclimated topretty warm weather in when I
think about my own leadershipstyle and how I have managed in
the past of just people andsituations and periods of time.
(07:45):
Did I give it the option to godo something for safety, or did
I force the item to happen forsafety? I'm not on the winning
side of that. And I've told thestory before of a manufacturing
site where the supervisor wouldwalk around and just kind of
(08:06):
grab people off the the line orout of the work stream, and go,
Hey, go grab some water realquick. I'm going to fill in for
you. And he would just makerounds doing that during the
day. Really impressive. Did hesay, Hey, if you need to step
off the line and get some water,do it anytime you want to. That
was there. But even morepowerful was the act of tapping
(08:28):
someone on the shoulder andgoing, Hey, take five go in the
break room, grab some water fora minute. I'm gonna stand here
and do this for you. That way,when you come back, you're not
behind, and you come back, andafter you take a moment, are we
suggesting safety? Are we doingit and that's not regulated,
(08:48):
that those because, of course,we don't have a heat stress
standard. We may, there's somestates that have it. We may have
a federal standard, either way,that act of making sure they
understand the importance ofthat work with safety, that
work, that leadership aspect ofyou were going to do the safe
(09:12):
thing. And I wrote down fromanother discussion while I was
traveling and observing andlearning, oh, I and I write this
down so many I can, honestly, Ican probably find multiple times
where I've written this down andstill struggle, still struggle
with the statement of, how do wemake it so simple that the safe
(09:36):
thing automatically happensevery time. That's where it's
really at. How do we make it sothat the safe choice, the Safe
Action, is so easy, soautomatic, that it just happens
that's so hard to do, and that'skind of my the thing. I want to
(09:58):
strive for. The opportunity thatI'm working toward is, how do we
do that? How do I in putting thewater right in their hand and
saying, Hey, while we'retalking, you go ahead and drink
that, and we'll all sit here andand talk about what we're doing
and and hydrate. How do we makeit that easy, that it's
(10:19):
automatic. It's a prettyinteresting thought. Let's
continue with that on the secondhalf of the leading and learning
through safety podcast,
Stinger (10:32):
humanizing the workplace. It is the leading and
learning through safety podcast,
Commercial (10:39):
dsda Consulting.
Learn you lead others. The MyersBriggs Type Indicator is an
amazing tool. Problem is that itcan be easily misinterpreted. Dr
Mark French is MBTI certifiedand ready to help you discover
your inner strengths. The MBTIassessment can help with team
building, stress management,communication, conflict
(11:02):
management, and so much more,individual and group sessions
are available to help youdiscover what makes you great.
For more information, visit uson the web at tsda
consulting.com
Mark French (11:18):
Welcome back to the second half of the leading and
learning through safety podcastthis week, talking about
generalized caring, just thepeople management of what we do
as safety leaders, as leaderswho understand that safety is
such a powerful piece of how welead people, and using the
(11:42):
example of heat stress and howto mitigate heat stress is an
opportunity to talk about whatreally comes down to a very lean
concept of, how do you simplifyyour processes so much so? Or
how do you build in the stopgaps or the Poke yokes for
safety, that it's automatic,that safety is so built in that
(12:04):
it can't be ignored, it can't bebypassed. And sometimes it's
administrative, and that's wherethe leadership part really
begins to take form, because itbegins with that administrative
piece of I'm gonna walk up andphysically say, I'm taking you
from this position. You go takea break for five extra minutes.
(12:27):
I'm gonna do your job so youdon't have to worry about it.
Then you come back. I'm gonnaput the water bottle in your
hand, not let you say no or sayI'm good for now, put it in your
hand as we're discussing thenext thing we're going to do,
and so it becomes an automaticbreak that you're talking you're
drinking, you're taking thatrest watershed. The things we
(12:50):
see on that post are of rest,water and shade. We're doing it
automatically, because it's justpart of the workflow that we
naturally do, and that comesfrom a strong piece of
leadership. Of you read bookslike leaders eat last you read
books that Good to Great. How dothey become that way? It's
(13:10):
through empowering our people.
And people cannot be empoweredif they are scared of getting
hurt, or if they feel thecompany does not care about
their well being, or if thecompany has not mitigated the
safety things that are happeningevery day, we cannot expect our
team to grow into empowerment.
(13:32):
They're not going to be able todo it because the fundamental
need, the fundamental processthat they have and want, is just
not there. I am going to take amoment now, and I may do a
little bit of selfless, selflessself promotion. I am just
(13:55):
shamefully going to do it, andit's really, not really me. I
just happen to be a piece of thepuzzle, but I'm very excited
about what is going on in mywork world right now. Newsweek
just published their top mostloved workplaces of 2024 and I
am honored to say that thecompany that I represent for HR
(14:20):
and some pieces of safety wasmade the top 200 and that's just
an amazing, amazing item. How doyou become a most loved
workplace? And here's where Iwant to take some piece of it
and go. Here's the proof thatwhen I say and you've read
books, and we see it. And I saythis all the time, you show me
(14:44):
good safety. I will show yougood leadership. You show me
good leadership, or tell methere's good leadership. I would
expect to see really goodsafety. I always begin at that
spot first. We have to make itsafe. Five. And I mean first,
physically. I mean second,psychologically, they work
(15:05):
together, hand in hand. Theyhave to, because if you trust me
psychologically, we will fix thephysical. If we fix this
physical, it becomes theintuition of psychological. It
becomes more natural that way,begin with that focus on safety.
Here's the proof. You don'tbecome a most loved workplace by
(15:28):
not caring about people'ssafety. I don't see how that
could even happen without it.
Could we not care a whole lotabout quality, or could we have
average quality and be mostloved, sure, can we be good at
what we do, for a lot of otherthings, and be a most loved
place to work? Absolutely. Couldwe be average safety, or even,
(15:51):
like slightly above averagesafety, and be most loved? That
was that we could be loved. I'mnot sure would be most loved. It
began with a place of safety,and I've seen it and the
example. That's why I gave theexample in the first half,
because that's indicative of thepeople that I work around, that
I'm honored to know, I amhonored to work around. And I I
(16:15):
just thought I needed to saythese things on my podcast, I
feel like it's a necessary thingthat we talk about, because I
say it and I research it, and Igive presentations on the idea
that safety can absolutelyrevolutionize your engagement,
that safety can revolutionizeyour leadership. Safety can
(16:37):
revolutionize your entry pointto reaching out to your people
as a collective with a sharedgoal, shared ethics, shared
passion. And the proof is therenow the award is there. There's
proof that when an organizationfocuses on those things as a
(17:00):
beginning point, as is the seedthat you the root that will bind
that tree of engagement andcaring when it's safety oriented
first, and not to say you canjust stop there. It's a
beginning. It's a vital piece ofit. It is it has to be healthy.
It has to be functional. It hasto be growing and getting better
(17:23):
and better. But it's thestarting point to everything
else that branches off of thattree that you would call
culture. And when you do it andyou focus on safety, there are
so many things that come out ofit, that work so well. And I'm
honored to be able to say thatwe can show it the that it's
(17:47):
right there, and it can besomething that accelerates your
people into understanding whatit takes to be a culture and an
organization that's growing andthriving. It takes that kind of
work, and it begins first withan orientation towards safety.
(18:10):
Thanks for joining me on thisepisode of the leading and
learning through safety. I am sohappy that you joined me now.
One thank you for bearing withme is I got a little passionate
and shared a little bit aboutsome of the really cool
achievements that are going on.
(18:33):
I'm super excited to be part ofit, if you couldn't tell
already, but I see the resultsout there of the work that has
been done, and it's not mine,it's all the great people that I
work around, that I'm thankfulfor every single day. I hope you
also take that, run with it. Dosomething with it. Help
(18:54):
encourage your team with it.
Until next time we chat, staysafe. You.
Announcer (19:13):
Music, thank you for listening to the leading and
learning through safety podcast.
More content is available onlineat www dot tsda consulting.com
all the opinions expressed onthe podcast are solely
attributed to the individual andnot affiliated with any business
(19:33):
entity. This podcast is forinformational and entertainment
purposes. It is not a substitutefor proper policy, appropriate
training or legal advice.
(19:59):
You. This has been the leadingand learning through safety
podcast. You.
This week on the leading and learning through
safety podcast. We're talkingabout safety attitude, and we're
going to begin by talking aboutheat stress and how it's more
about managing people than it ismanaging the environment. Let's
talk about that this week on thepodcast.
Announcer (00:36):
Welcome to the leading and learning through
safety podcast. Your host is DrMark French. Mark's passion is
helping organizations motivatetheir teams. This podcast is
focused on bringing out the bestin leadership through creating
strong values, learningopportunities, teamwork and
(00:57):
safety. Nothing is moreimportant than protecting your
people, safety creates anenvironment for empathy,
innovation and empowerment.
Together, we'll discover meaningand purpose through shaping our
safety culture. Thanks forjoining us this episode and now
here is Dr Mark French,
Mark French (01:30):
hello and welcome to this episode of the leading
and learning through safetypodcast. Hi. I am your host. Dr
Mark French, and I am so happythat you have chosen to spend
the next 20 minutes talkingabout leadership, talking about
safety, talking about people themost important thing, the most
(01:50):
complex thing that we have inour work environment is our team
and our people. The mostprecious, the part of it that
makes it worth what we do everyday as leaders is seeing our
people excel, seeing our peoplegrow. And this week, I had a
(02:10):
really good experience overall,and I want to share just a few
things about that experience,about what I saw, about what
went just the things that cameto mind as I was there, and I
hinted that it was going to beabout around heat stress, that's
where it began for me to seeclarity on where we begin to
(02:32):
talk about our people. And sothis week, I was in Texas, and
there's kind of two temperaturesthere that appears for me when I
was there, there was hot andthere was hotter. So you had
your choice, which, which, whichtemperature Do you want today?
Do you want to be hot or youwant to be really hot? And I was
(02:53):
out in the field, and theyactually went out in the
afternoon, not because of heatstress, but that's just the way
it worked. And I don't want toput any pretenses out here of
patting myself on the back forany of this, because Sure, I'm a
leader with the organization. Ihopefully hit Set some tone for
culture. I set some tone for howwe do things. But what I saw was
(03:18):
some genuine teamwork and somegenuine people management and
leadership, and it wasn'tdirective, it was natural, and
it was part of the function ofwatching them work. So the work
was going on outdoors. Therewasn't a lot of shade, and it
was definitely hot toward theend of the afternoon, when I was
(03:41):
out doing the work, and what Ireally wanted to see was the
hazards that were present andhow the team were working
together, how they wereinteracting, how they were
talking. And so first thing Iask is, do you have a cooler out
here that you're filling up withice and water before you come
out every day? And there was twotrucks there doing the work. The
(04:03):
team was out doing their work,and they said, Absolutely, and
they showed me where theircoolers were at, and they were
full of water and ice. Now theice wasn't as much ice anymore,
because it had been a few hours,but it was still cool, and it
was still in the cooler. Andwhat was even more interesting
was the supervisor that had beenin the office and decided to
(04:27):
come with me, to take me on thistour, to show me where the teams
were, was already inspectingthem, and I didn't even realize
that he was going around andchecking and encouraging the
team, like, if you need moreeyes, to give more eyes. If you
need more water, you get morewater you fill up what you have
to do to make sure you'reprepared for the work you're
doing, and if you need to stop,you stop. That was powerful to
(04:50):
see that detail of just checkingon the team of it wasn't related
to did you get that work? Doneon time. One of the critical
items that was checked was, didyou have your water? Was, did it
look like you were using some ofit, and was it still cold? Did
(05:11):
you still have ice on it whereyou could take a break get what
you needed? And that was one ofhis inspection points. And
that's not something that I wasteaching or doing. He did it on
his own. Impressive. I reallyappreciated seeing just the
aspect of caring and checking onit in a physical way that makes
(05:35):
a difference. Now let's take ita step further that the not only
at the so they finished up whatthey were doing, the task that
was at hand, and we're beginningto discuss the next phase of the
work that needed to happenduring that time, the field
supervisor, or kind of the fieldcrew lead that was leading the
(05:55):
group of a few team members,goes over, gets in the cooler,
grabs out like a whole armful ofbottles and just forces them
into the hands of his team. Itwasn't like, Hey, do you want a
water? It's like, here's you'regonna take it. And while we're
sitting here discussing whatwe're gonna do next, you're
gonna drink on you're gonna sipon it and drink it. It forced
them to stop and do somethingfor safety. It forced them to
(06:18):
hydrate. It forced them to resta little bit more. And it was
impressive to see that, thatthere wasn't the option of like,
Hey, everybody, go get a water,or that where you say, hey, go
get it. And that I learnedthat's a really cool thing that
I saw, that I most of them like,hey, go grab a water. I'm that
(06:39):
kind of a leader. He took it tothat next level. And I was
really impressed, honestly. AndI keep saying that over and over
again, but when you think aboutthe difference between asking
someone to go do something fortheir safety, like, hey, why
don't you go take a break, andthen physically going, Nope,
you're done. You're gonna takethis water, I'm gonna put it in
(06:59):
your hand, and you're gonnastand here in the shade while
we're talking about the nextphase of our job. We're not
going to be it was interesting.
We turned it into it was. It wasproductive, talking about the
planning out that next phase ofwhat they needed to do, how they
were going to do it, and at thesame time, taking a break in the
shade, sipping on some water,making sure they were taken care
(07:22):
of because it was hot. There waseven, for me, it was it was hot.
And generally, I'm acclimated topretty warm weather in when I
think about my own leadershipstyle and how I have managed in
the past of just people andsituations and periods of time.
(07:45):
Did I give it the option to godo something for safety, or did
I force the item to happen forsafety? I'm not on the winning
side of that. And I've told thestory before of a manufacturing
site where the supervisor wouldwalk around and just kind of
(08:06):
grab people off the the line orout of the work stream, and go,
Hey, go grab some water realquick. I'm going to fill in for
you. And he would just makerounds doing that during the
day. Really impressive. Did hesay, Hey, if you need to step
off the line and get some water,do it anytime you want to. That
was there. But even morepowerful was the act of tapping
(08:28):
someone on the shoulder andgoing, Hey, take five go in the
break room, grab some water fora minute. I'm gonna stand here
and do this for you. That way,when you come back, you're not
behind, and you come back, andafter you take a moment, are we
suggesting safety? Are we doingit and that's not regulated,
(08:48):
that those because, of course,we don't have a heat stress
standard. We may, there's somestates that have it. We may have
a federal standard, either way,that act of making sure they
understand the importance ofthat work with safety, that
work, that leadership aspect ofyou were going to do the safe
(09:12):
thing. And I wrote down fromanother discussion while I was
traveling and observing andlearning, oh, I and I write this
down so many I can, honestly, Ican probably find multiple times
where I've written this down andstill struggle, still struggle
with the statement of, how do wemake it so simple that the safe
(09:36):
thing automatically happensevery time. That's where it's
really at. How do we make it sothat the safe choice, the Safe
Action, is so easy, soautomatic, that it just happens
that's so hard to do, and that'skind of my the thing. I want to
(09:58):
strive for. The opportunity thatI'm working toward is, how do we
do that? How do I in putting thewater right in their hand and
saying, Hey, while we'retalking, you go ahead and drink
that, and we'll all sit here andand talk about what we're doing
and and hydrate. How do we makeit that easy, that it's
(10:19):
automatic. It's a prettyinteresting thought. Let's
continue with that on the secondhalf of the leading and learning
through safety podcast,
Stinger (10:32):
humanizing the workplace. It is the leading and
learning through safety podcast,
Commercial (10:39):
dsda Consulting.
Learn you lead others. The MyersBriggs Type Indicator is an
amazing tool. Problem is that itcan be easily misinterpreted. Dr
Mark French is MBTI certifiedand ready to help you discover
your inner strengths. The MBTIassessment can help with team
building, stress management,communication, conflict
(11:02):
management, and so much more,individual and group sessions
are available to help youdiscover what makes you great.
For more information, visit uson the web at tsda
consulting.com
Mark French (11:18):
Welcome back to the second half of the leading and
learning through safety podcastthis week, talking about
generalized caring, just thepeople management of what we do
as safety leaders, as leaderswho understand that safety is
such a powerful piece of how welead people, and using the
(11:42):
example of heat stress and howto mitigate heat stress is an
opportunity to talk about whatreally comes down to a very lean
concept of, how do you simplifyyour processes so much so? Or
how do you build in the stopgaps or the Poke yokes for
safety, that it's automatic,that safety is so built in that
(12:04):
it can't be ignored, it can't bebypassed. And sometimes it's
administrative, and that's wherethe leadership part really
begins to take form, because itbegins with that administrative
piece of I'm gonna walk up andphysically say, I'm taking you
from this position. You go takea break for five extra minutes.
(12:27):
I'm gonna do your job so youdon't have to worry about it.
Then you come back. I'm gonnaput the water bottle in your
hand, not let you say no or sayI'm good for now, put it in your
hand as we're discussing thenext thing we're going to do,
and so it becomes an automaticbreak that you're talking you're
drinking, you're taking thatrest watershed. The things we
(12:50):
see on that post are of rest,water and shade. We're doing it
automatically, because it's justpart of the workflow that we
naturally do, and that comesfrom a strong piece of
leadership. Of you read bookslike leaders eat last you read
books that Good to Great. How dothey become that way? It's
(13:10):
through empowering our people.
And people cannot be empoweredif they are scared of getting
hurt, or if they feel thecompany does not care about
their well being, or if thecompany has not mitigated the
safety things that are happeningevery day, we cannot expect our
team to grow into empowerment.
(13:32):
They're not going to be able todo it because the fundamental
need, the fundamental processthat they have and want, is just
not there. I am going to take amoment now, and I may do a
little bit of selfless, selflessself promotion. I am just
(13:55):
shamefully going to do it, andit's really, not really me. I
just happen to be a piece of thepuzzle, but I'm very excited
about what is going on in mywork world right now. Newsweek
just published their top mostloved workplaces of 2024 and I
am honored to say that thecompany that I represent for HR
(14:20):
and some pieces of safety wasmade the top 200 and that's just
an amazing, amazing item. How doyou become a most loved
workplace? And here's where Iwant to take some piece of it
and go. Here's the proof thatwhen I say and you've read
books, and we see it. And I saythis all the time, you show me
(14:44):
good safety. I will show yougood leadership. You show me
good leadership, or tell methere's good leadership. I would
expect to see really goodsafety. I always begin at that
spot first. We have to make itsafe. Five. And I mean first,
physically. I mean second,psychologically, they work
(15:05):
together, hand in hand. Theyhave to, because if you trust me
psychologically, we will fix thephysical. If we fix this
physical, it becomes theintuition of psychological. It
becomes more natural that way,begin with that focus on safety.
Here's the proof. You don'tbecome a most loved workplace by
(15:28):
not caring about people'ssafety. I don't see how that
could even happen without it.
Could we not care a whole lotabout quality, or could we have
average quality and be mostloved, sure, can we be good at
what we do, for a lot of otherthings, and be a most loved
place to work? Absolutely. Couldwe be average safety, or even,
(15:51):
like slightly above averagesafety, and be most loved? That
was that we could be loved. I'mnot sure would be most loved. It
began with a place of safety,and I've seen it and the
example. That's why I gave theexample in the first half,
because that's indicative of thepeople that I work around, that
I'm honored to know, I amhonored to work around. And I I
(16:15):
just thought I needed to saythese things on my podcast, I
feel like it's a necessary thingthat we talk about, because I
say it and I research it, and Igive presentations on the idea
that safety can absolutelyrevolutionize your engagement,
that safety can revolutionizeyour leadership. Safety can
(16:37):
revolutionize your entry pointto reaching out to your people
as a collective with a sharedgoal, shared ethics, shared
passion. And the proof is therenow the award is there. There's
proof that when an organizationfocuses on those things as a
(17:00):
beginning point, as is the seedthat you the root that will bind
that tree of engagement andcaring when it's safety oriented
first, and not to say you canjust stop there. It's a
beginning. It's a vital piece ofit. It is it has to be healthy.
It has to be functional. It hasto be growing and getting better
(17:23):
and better. But it's thestarting point to everything
else that branches off of thattree that you would call
culture. And when you do it andyou focus on safety, there are
so many things that come out ofit, that work so well. And I'm
honored to be able to say thatwe can show it the that it's
(17:47):
right there, and it can besomething that accelerates your
people into understanding whatit takes to be a culture and an
organization that's growing andthriving. It takes that kind of
work, and it begins first withan orientation towards safety.
(18:10):
Thanks for joining me on thisepisode of the leading and
learning through safety. I am sohappy that you joined me now.
One thank you for bearing withme is I got a little passionate
and shared a little bit aboutsome of the really cool
achievements that are going on.
(18:33):
I'm super excited to be part ofit, if you couldn't tell
already, but I see the resultsout there of the work that has
been done, and it's not mine,it's all the great people that I
work around, that I'm thankfulfor every single day. I hope you
also take that, run with it. Dosomething with it. Help
(18:54):
encourage your team with it.
Until next time we chat, staysafe. You.
Announcer (19:13):
Music, thank you for listening to the leading and
learning through safety podcast.
More content is available onlineat www dot tsda consulting.com
all the opinions expressed onthe podcast are solely
attributed to the individual andnot affiliated with any business
(19:33):
entity. This podcast is forinformational and entertainment
purposes. It is not a substitutefor proper policy, appropriate
training or legal advice.
(19:59):
You. This has been the leadingand learning through safety
podcast. You.
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