November 15, 2024 • 20 mins
The podcast emphasizes the importance of safety leadership in fostering a work culture that prioritizes employee well-being and risk management. Dr. Mark French, the host, shares personal experiences to illustrate the moral imperative behind safety initiatives, stressing that safety programs should not merely focus on compliance but aim to prevent catastrophic incidents. He highlights the need for strong leadership commitment to proactive safety measures and a vision that resonates on a personal level. French describes his approach to safety leadership, which centers on continuous risk reduction, learning from past incidents, and cultivating an organizational culture that prioritizes employee safety above profit. He argues against a reactive, metric-driven approach and advocates for developing systems that inherently protect workers. This perspective is bolstered by his personal safety statement, which reflects his desire to avoid situations where he must explain injuries to families. French encourages safety leaders to focus on actionable insights rather than blaming individuals, underscoring the need for a proactive, learning-centered approach to safety.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Mark French (00:01):
This week on the podcast, we're back, and we're
going to talk about getting backto basics. What is it that we as
a health and safety leadershipcommunity? What's it all about?
And how do we get back to whatreally drives good change this
week on the podcast,
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
(00:58):
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. I am your host, and I'm
so happy to be back with you. Ithas been a while, and I am sorry
for that. Caught an illnessaround my birthday, which has
been about a month ago, and myvoice has just not been
(01:56):
cooperative, and hadn't been fora while. I'm finally back to
where I can talk a lot, and thatmay be good or bad, depending on
depending on how you look at it,it could be a lot of things, but
I'm so happy to be back behindthe microphone with the podcast.
(02:17):
And you know, hopefully wecontinue on with our journey of
talking about safety, talkingabout leadership, and that's
where I really want to focus.
And this is something I've beenthinking about for over a month,
since I wasn't able to recordthe podcast for a while without
sounding terrible. And so talkabout leadership and how our
(02:39):
safety processes in a programthat launched for my regular
work, we called it back tobasics because we wanted to get
back to the very fundamental ofwhat does it mean to have a
safety program. What does itmean? It means that we don't
want anyone hurt. We wanteveryone to go home safe. And
(03:04):
how do we get back to the verybasics, the very essence of
capturing a program in thesafety world that does that? How
do we engage our leadership inperforming a program that does
that. Let's get back to thosethings, and I will have to give
(03:25):
a shout out here to the KrausBell group. And I'm sure you've
probably heard of them. You'veprobably read some of the books
published, but working with themon significant injuries and
fatalities and the preventionthereof, ultimately, start with
the things with the highestrisk, the ones that have the
most critical, terribleoutcomes. Let's get something
(03:48):
let's get the systems in placethat prevent those things. Then
we keep working our way throughthe risk. We want to make sure
the catastrophic stuff doesn'thappen. Then we move forward and
we keep going. And it remindedme of a story kind of related,
(04:08):
kind of unrelated, from yearsago. I was working in an area,
and in that area there was acompany that made a very
flammable product, and I wastalking to the OSHA people, and
they had talked about thatorganization and said, Oh yeah,
they're good. About every fiveyears we have a good burn from
them, and we're able to go outthere and inspect because of
(04:30):
that critical issue. And sureenough, it wasn't long after
that, they had a building blowup, burn down. There were,
unfortunately, injuries, andOSHA was out there. And it made
me think about it reminded me,as I was talking about these
(04:51):
injuries and these prevention ofthe big items, the big
catastrophic you don't come backfrom style. Know, injuries and
incidents that story hit melike, at what point do you
change what you're doing? Imean, when OSHA is openly going,
oh, yeah, every five yearsthey're good for this. We know
(05:12):
it like clockwork. Somewherebetween two and five years is
going to happen again, becauseit happens over and over again,
and it's never really fixed,it's never really corrected, and
the change just isn't there. Imean, how can a company do that?
Well, of course, it's becausethey're so profitable they can
(05:33):
pay the fines and move on. Andthat's part of we calculate the
fines as part of doing business.
Oh, that's not a place that Ifeel like is representative of
good leadership. Good leadershiplooks at how do we do the right
(05:55):
thing? It's a moral imperative,and that ultimately what keeps
coming to my mind when I readthe news and I look at what's
happening in the safety world,that it has to first be
resonating a moral imperative ofwhat we do as an organization,
(06:17):
as we do as a human Being, andpart of the program, part of the
exercise that we started with,with leadership, was give me a
your safety slope. Give me whatis your safety value statement,
what is your safety vision, whatis your personal safety
(06:37):
statement? And with a mix ofpeople, you have those who say
something very heartfelt, likeyou go home exactly the way you
came back. You go home with 10fingers, 10 toes, just like you
came in with. You have those whowrite up a very beautiful, very
technical sounding part that isvery good, very factual, and
(07:01):
again, no judgment there.
There's no right or wronganswer. I don't want to ever
think that, because the shortones are just as powerful and
and get attention as the longones. And the detail and the
work that people put into thatwas really interesting. When you
sit down and really ask and havepeople think about what what is
your value statement for safety?
(07:22):
What? What is your personalsafety statement? And that isn't
proprietary, by no means you.
It's something interesting toask leaders and people, what is
it out of a safety program thatmeans so much to you? Is it just
something you have to do to keepyour job, or does it really have
meaning for you? And I was veryhappy. Of course, my the leaders
(07:46):
that I work with certainly haveall very powerful statements,
and I do want to share mine. Ithink it's only important that
if we're going to talk aboutthat, that I make sure I share
it in a very public way, and Icontinue to share it because it
shapes. It has shaped, willshape. And I don't think I
realized how much is shaped mycareer until I had to write it
(08:07):
down and say it and it's verypersonal, because my personal
safety statement is I never wantto have to be in a position
where I have to explain to afamily or a friend of how
someone got hurt. I don't wantto be in that situation. I've
(08:27):
been in that situation. I havebeen in a factory situation
where an incident happened. Iwas the one that was there. I
was the one that ended up outthere, talking about it, having
to explain it, and having to gothrough it, and it was
uncomfortable. And I actuallywant to tell that story to you,
(08:49):
and I will do that as we comeback into the second half of the
podcast, but as I'm setting upfor the second half of the
leaving you in suspense of thestory I am going to tell that
has kind of shaped my ithappened long time ago, early,
very early, in my career, but itshaped a lot of what I've I
didn't realize until I thoughtabout it, but it shaped my
(09:12):
career and its moments, or itsmentorship, or its culture that
comes into someone's life thatmakes that change for them.
Hopefully you're part of aleadership that's developing,
that leadership group that isdeveloping rather than waiting
for the reaction where you haveto live through it and see it
(09:32):
and experience it before you youbuild that piece of yourself in
a way that sometimes you learnthat way. So let's come back on
the second half of the leadingand learning through safety
podcast. I'll tell you thestory, and then we'll talk more
about getting back to thatessence of what it means to
(09:56):
create a. That safety inherentlyin leadership. In an
organization
Stinger (10:06):
you are listening to the leading and learning through
safety podcast with Dr MarkFrench,
Commercial (10:14):
dsda Consulting, learn you lead others. The Myers
Briggs Type Indicator is anamazing tool. Problem is that it
can be easily misinterpreted. DrMark French is MBTI certified
and ready to help you discoveryour inner strengths. The MBTI
assessment can help with teambuilding, stress management,
(10:37):
communication, conflictmanagement and so much more
individual and group sessionsare available to help you
discover what makes you great.
For more information, visit uson the web at tsda
consulting.com
Mark French (10:52):
Welcome back to the second half of our leading and
learning through safety podcast.
As always, I want to thank youfor joining me always, always
happy to have you as part of theleading of safety team. And I
just appreciate you being partof this journey. So now let me
jump in. Two years ago, a younggo getter, safety professional,
(11:14):
green as can be safety person,we were doing a startup, and we
had someone in a position thatreally, we didn't expect people
to go there. But basically theline was, things were slowing
down. People were moving around,getting ready to leave for the
evening. Few people finishing upthings. And the way the
(11:35):
machinery worked, the productionline worked is it had a little
system that went up and down toadjust for ergonomics in certain
spaces. The person was standingthere talking to a friend as
they're getting ready to leave,and had their hand in a place
that we never anticipated thatit would be. And when the
machine was activated, itpinched their finger, and it was
not catastrophic, did not, by nomeans sever the finger, but it
(12:01):
was, there was it was not agreat injury. There were a
fracture. It was certainly notwhat I expected. Ambulance ride
over leadership team was talkingabout, how do we respond? What
do we do? We're like, okay, weshould go to the we step one, we
should go to the hospital. Andso, of course, I jump in my car,
(12:22):
I'm heading over there, and Iget over there and and, you
know, it's looking back. It'sfunny, but at the time, I'm
looking around like I'm in myshirt, because I love wearing a
company logo. That's one thingis, I'm always proud of the the
business I'm associated with. Soyou'll, you'll normally in work
(12:44):
attire. I'm wearing a companylogo, because I just believe in
the brand I'm working for. And Ido it and it's, I don't, I love,
I don't something about,something about logoed swag,
just absolutely gets me justlike, excited. Love it. Love low
code slack. It's on there. I'mlooking around for other people,
(13:06):
like, where's all the otherlike, leaders that we're gonna
like, come over and offersupport and looking around,
looking around, looking around,waiting, waiting, waiting, no
one, and then the person who wasinjured, family starts showing
up. I had a big family. She wasa very important person in that
(13:29):
family, as everyone should be totheir family. But big, a big
group, because basically,evidently, the message they
received was that the person hadbeen hurt and was being sent a
hospital from an industrialinjury, that they should be
fine, but they were at the ERand they should go there. And so
they rallied. And there was alot of people, and I'm sitting
(13:52):
in the waiting room watchingthem file in talking, and I'm
the one wearing the companylogo. And of course, the
questions start coming from allages, lots of different. I mean,
how do you explain to a to ateenager or a kid that a family
member of theirs was hurt atwork? How do you then translate
(14:13):
that over to an adult, abrother, a sister, an aunt, a
spouse. Take your pick. How doyou explain it to all those when
the investigation hasn't beendone? You don't know a whole lot
other than what you saw duringthe the emergency medical
(14:33):
process and getting them out andgetting them taken care of, all
you can do is stand there andsay you're sorry and commit to
fixing it. Sobering, soberingand so young, that's all I could
think, is just sorry and I willdo everything to fix this. Will
(14:54):
never happen again. And what Ididn't realize is myself never.
Like, this will never happenagain. What I was really
thinking in my head is, I will,I will do everything now, not to
say that it could never happenagain. I get that, but thinking
in my head like, yeah, I will dowhatever to avoid this
(15:14):
situation. It's horrible. It wasnot person recovered, and that's
all so lucky, so great, but sucha memory burned into my head of
just being alone and being thethe one to talk on behalf of the
(15:35):
organization to a family. Neverwant to have to do that again.
And so when I think about likehow easy it is in our world of
leadership and safety to getdistracted by running the
metrics, looking at the endgoal, looking at the stuff that
we have to do every day. To afriend of mine used to call it
(15:56):
feeding the beast. The Corporatebeast has to be fed. There's
always the reports, there'salways the data, whether it's
meaningful to the local place,whether it's making a
difference, you still have tofeed the beast. The corporate
beast churned. The corporatebeast needs paper, the corporate
beast needs data, and you haveto feed it. And we feed the
(16:18):
beast as safety people. In a lotof ways, we do that we can't
forget what we're there, doingit for, and that's where I'm not
just preaching because I'mbetter. I'm saying it because it
became a revelation to me that Ican't get caught up with all the
other details, all the otherstuff that goes on every day to
(16:39):
forget why we're doing it in thefirst place. And it's developed
systems that keep people fromsignificant harm. And then we
keep bringing it down. We keeppulling out the risk, reducing
the risk, engineering,substitution, all the things
that we talked about in thehierarchy of controls, we're
(17:01):
doing those things to pull therisk down, to lower the risk,
and to help educate on risktolerance and not accepting
potentially risk that has beenaround for a long time, and
helping those around you seethat now we have to recalibrate,
not that they're wrong, not thatwe're we're trying to be the the
(17:23):
person like, Oh, you were sosilly to ever think that was
accepted. No, no, no. We're nothere to judge. We're here to
open our eyes and go, You knowwhat? We just learned something
new today. We just learned, wejust discovered we're being
educated that that risk isactually bigger than we had
previously thought, or whatever,whatever it takes to get that
(17:44):
message. And now it's not aboutthe fact that it went unseen.
It's the fact now, thankgoodness we see it. What do we
do about it? What will be theaction that we are going to take
differently now that we knowit's here. I think we get so
hung up in defending the way weused to do things. And not I'm
(18:04):
I'm talking from, like, GeneralBig appearance of where I've,
I've seen and talked to others,we get so wrapped up in
defending, like, Oh, pleasedon't blame me for this. Because
in that, I think that'sindicative of unfortunate
business culture out there, ofthe blame game. Rather than just
going, No, we're not here toblame, we're here now that we
discovered it, to do somethingabout that's the beauty of good
(18:25):
leadership, is there's no blame,there's learning and there's
action. That's how we moveforward, and that's what we do
as part of our leading andlearning through safety podcast,
is we learn together and we findthe action we need to take to
bring up our our own leadership,our own working processes.
(18:47):
Thanks for joining me on thisepisode, and until next time we
chat, stay safe.
Announcer (19:02):
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
entity. This podcast is forinformational and entertainment
(19:27):
purposes. It is not a substitutefor proper policy, appropriate
training or legal advice youthis has been the leading and
(19:55):
learning through safety podcast.
This week on the podcast, we're back, and we're
going to talk about getting backto basics. What is it that we as
a health and safety leadershipcommunity? What's it all about?
And how do we get back to whatreally drives good change this
week on the podcast,
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
(00:58):
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. I am your host, and I'm
so happy to be back with you. Ithas been a while, and I am sorry
for that. Caught an illnessaround my birthday, which has
been about a month ago, and myvoice has just not been
(01:56):
cooperative, and hadn't been fora while. I'm finally back to
where I can talk a lot, and thatmay be good or bad, depending on
depending on how you look at it,it could be a lot of things, but
I'm so happy to be back behindthe microphone with the podcast.
(02:17):
And you know, hopefully wecontinue on with our journey of
talking about safety, talkingabout leadership, and that's
where I really want to focus.
And this is something I've beenthinking about for over a month,
since I wasn't able to recordthe podcast for a while without
sounding terrible. And so talkabout leadership and how our
(02:39):
safety processes in a programthat launched for my regular
work, we called it back tobasics because we wanted to get
back to the very fundamental ofwhat does it mean to have a
safety program. What does itmean? It means that we don't
want anyone hurt. We wanteveryone to go home safe. And
(03:04):
how do we get back to the verybasics, the very essence of
capturing a program in thesafety world that does that? How
do we engage our leadership inperforming a program that does
that. Let's get back to thosethings, and I will have to give
(03:25):
a shout out here to the KrausBell group. And I'm sure you've
probably heard of them. You'veprobably read some of the books
published, but working with themon significant injuries and
fatalities and the preventionthereof, ultimately, start with
the things with the highestrisk, the ones that have the
most critical, terribleoutcomes. Let's get something
(03:48):
let's get the systems in placethat prevent those things. Then
we keep working our way throughthe risk. We want to make sure
the catastrophic stuff doesn'thappen. Then we move forward and
we keep going. And it remindedme of a story kind of related,
(04:08):
kind of unrelated, from yearsago. I was working in an area,
and in that area there was acompany that made a very
flammable product, and I wastalking to the OSHA people, and
they had talked about thatorganization and said, Oh yeah,
they're good. About every fiveyears we have a good burn from
them, and we're able to go outthere and inspect because of
(04:30):
that critical issue. And sureenough, it wasn't long after
that, they had a building blowup, burn down. There were,
unfortunately, injuries, andOSHA was out there. And it made
me think about it reminded me,as I was talking about these
(04:51):
injuries and these prevention ofthe big items, the big
catastrophic you don't come backfrom style. Know, injuries and
incidents that story hit melike, at what point do you
change what you're doing? Imean, when OSHA is openly going,
oh, yeah, every five yearsthey're good for this. We know
(05:12):
it like clockwork. Somewherebetween two and five years is
going to happen again, becauseit happens over and over again,
and it's never really fixed,it's never really corrected, and
the change just isn't there. Imean, how can a company do that?
Well, of course, it's becausethey're so profitable they can
(05:33):
pay the fines and move on. Andthat's part of we calculate the
fines as part of doing business.
Oh, that's not a place that Ifeel like is representative of
good leadership. Good leadershiplooks at how do we do the right
(05:55):
thing? It's a moral imperative,and that ultimately what keeps
coming to my mind when I readthe news and I look at what's
happening in the safety world,that it has to first be
resonating a moral imperative ofwhat we do as an organization,
(06:17):
as we do as a human Being, andpart of the program, part of the
exercise that we started with,with leadership, was give me a
your safety slope. Give me whatis your safety value statement,
what is your safety vision, whatis your personal safety
(06:37):
statement? And with a mix ofpeople, you have those who say
something very heartfelt, likeyou go home exactly the way you
came back. You go home with 10fingers, 10 toes, just like you
came in with. You have those whowrite up a very beautiful, very
technical sounding part that isvery good, very factual, and
(07:01):
again, no judgment there.
There's no right or wronganswer. I don't want to ever
think that, because the shortones are just as powerful and
and get attention as the longones. And the detail and the
work that people put into thatwas really interesting. When you
sit down and really ask and havepeople think about what what is
your value statement for safety?
(07:22):
What? What is your personalsafety statement? And that isn't
proprietary, by no means you.
It's something interesting toask leaders and people, what is
it out of a safety program thatmeans so much to you? Is it just
something you have to do to keepyour job, or does it really have
meaning for you? And I was veryhappy. Of course, my the leaders
(07:46):
that I work with certainly haveall very powerful statements,
and I do want to share mine. Ithink it's only important that
if we're going to talk aboutthat, that I make sure I share
it in a very public way, and Icontinue to share it because it
shapes. It has shaped, willshape. And I don't think I
realized how much is shaped mycareer until I had to write it
(08:07):
down and say it and it's verypersonal, because my personal
safety statement is I never wantto have to be in a position
where I have to explain to afamily or a friend of how
someone got hurt. I don't wantto be in that situation. I've
(08:27):
been in that situation. I havebeen in a factory situation
where an incident happened. Iwas the one that was there. I
was the one that ended up outthere, talking about it, having
to explain it, and having to gothrough it, and it was
uncomfortable. And I actuallywant to tell that story to you,
(08:49):
and I will do that as we comeback into the second half of the
podcast, but as I'm setting upfor the second half of the
leaving you in suspense of thestory I am going to tell that
has kind of shaped my ithappened long time ago, early,
very early, in my career, but itshaped a lot of what I've I
didn't realize until I thoughtabout it, but it shaped my
(09:12):
career and its moments, or itsmentorship, or its culture that
comes into someone's life thatmakes that change for them.
Hopefully you're part of aleadership that's developing,
that leadership group that isdeveloping rather than waiting
for the reaction where you haveto live through it and see it
(09:32):
and experience it before you youbuild that piece of yourself in
a way that sometimes you learnthat way. So let's come back on
the second half of the leadingand learning through safety
podcast. I'll tell you thestory, and then we'll talk more
about getting back to thatessence of what it means to
(09:56):
create a. That safety inherentlyin leadership. In an
organization
Stinger (10:06):
you are listening to the leading and learning through
safety podcast with Dr MarkFrench,
Commercial (10:14):
dsda Consulting, learn you lead others. The Myers
Briggs Type Indicator is anamazing tool. Problem is that it
can be easily misinterpreted. DrMark French is MBTI certified
and ready to help you discoveryour inner strengths. The MBTI
assessment can help with teambuilding, stress management,
(10:37):
communication, conflictmanagement and so much more
individual and group sessionsare available to help you
discover what makes you great.
For more information, visit uson the web at tsda
consulting.com
Mark French (10:52):
Welcome back to the second half of our leading and
learning through safety podcast.
As always, I want to thank youfor joining me always, always
happy to have you as part of theleading of safety team. And I
just appreciate you being partof this journey. So now let me
jump in. Two years ago, a younggo getter, safety professional,
(11:14):
green as can be safety person,we were doing a startup, and we
had someone in a position thatreally, we didn't expect people
to go there. But basically theline was, things were slowing
down. People were moving around,getting ready to leave for the
evening. Few people finishing upthings. And the way the
(11:35):
machinery worked, the productionline worked is it had a little
system that went up and down toadjust for ergonomics in certain
spaces. The person was standingthere talking to a friend as
they're getting ready to leave,and had their hand in a place
that we never anticipated thatit would be. And when the
machine was activated, itpinched their finger, and it was
not catastrophic, did not, by nomeans sever the finger, but it
(12:01):
was, there was it was not agreat injury. There were a
fracture. It was certainly notwhat I expected. Ambulance ride
over leadership team was talkingabout, how do we respond? What
do we do? We're like, okay, weshould go to the we step one, we
should go to the hospital. Andso, of course, I jump in my car,
(12:22):
I'm heading over there, and Iget over there and and, you
know, it's looking back. It'sfunny, but at the time, I'm
looking around like I'm in myshirt, because I love wearing a
company logo. That's one thingis, I'm always proud of the the
business I'm associated with. Soyou'll, you'll normally in work
(12:44):
attire. I'm wearing a companylogo, because I just believe in
the brand I'm working for. And Ido it and it's, I don't, I love,
I don't something about,something about logoed swag,
just absolutely gets me justlike, excited. Love it. Love low
code slack. It's on there. I'mlooking around for other people,
(13:06):
like, where's all the otherlike, leaders that we're gonna
like, come over and offersupport and looking around,
looking around, looking around,waiting, waiting, waiting, no
one, and then the person who wasinjured, family starts showing
up. I had a big family. She wasa very important person in that
(13:29):
family, as everyone should be totheir family. But big, a big
group, because basically,evidently, the message they
received was that the person hadbeen hurt and was being sent a
hospital from an industrialinjury, that they should be
fine, but they were at the ERand they should go there. And so
they rallied. And there was alot of people, and I'm sitting
(13:52):
in the waiting room watchingthem file in talking, and I'm
the one wearing the companylogo. And of course, the
questions start coming from allages, lots of different. I mean,
how do you explain to a to ateenager or a kid that a family
member of theirs was hurt atwork? How do you then translate
(14:13):
that over to an adult, abrother, a sister, an aunt, a
spouse. Take your pick. How doyou explain it to all those when
the investigation hasn't beendone? You don't know a whole lot
other than what you saw duringthe the emergency medical
(14:33):
process and getting them out andgetting them taken care of, all
you can do is stand there andsay you're sorry and commit to
fixing it. Sobering, soberingand so young, that's all I could
think, is just sorry and I willdo everything to fix this. Will
(14:54):
never happen again. And what Ididn't realize is myself never.
Like, this will never happenagain. What I was really
thinking in my head is, I will,I will do everything now, not to
say that it could never happenagain. I get that, but thinking
in my head like, yeah, I will dowhatever to avoid this
(15:14):
situation. It's horrible. It wasnot person recovered, and that's
all so lucky, so great, but sucha memory burned into my head of
just being alone and being thethe one to talk on behalf of the
(15:35):
organization to a family. Neverwant to have to do that again.
And so when I think about likehow easy it is in our world of
leadership and safety to getdistracted by running the
metrics, looking at the endgoal, looking at the stuff that
we have to do every day. To afriend of mine used to call it
(15:56):
feeding the beast. The Corporatebeast has to be fed. There's
always the reports, there'salways the data, whether it's
meaningful to the local place,whether it's making a
difference, you still have tofeed the beast. The corporate
beast churned. The corporatebeast needs paper, the corporate
beast needs data, and you haveto feed it. And we feed the
(16:18):
beast as safety people. In a lotof ways, we do that we can't
forget what we're there, doingit for, and that's where I'm not
just preaching because I'mbetter. I'm saying it because it
became a revelation to me that Ican't get caught up with all the
other details, all the otherstuff that goes on every day to
(16:39):
forget why we're doing it in thefirst place. And it's developed
systems that keep people fromsignificant harm. And then we
keep bringing it down. We keeppulling out the risk, reducing
the risk, engineering,substitution, all the things
that we talked about in thehierarchy of controls, we're
(17:01):
doing those things to pull therisk down, to lower the risk,
and to help educate on risktolerance and not accepting
potentially risk that has beenaround for a long time, and
helping those around you seethat now we have to recalibrate,
not that they're wrong, not thatwe're we're trying to be the the
(17:23):
person like, Oh, you were sosilly to ever think that was
accepted. No, no, no. We're nothere to judge. We're here to
open our eyes and go, You knowwhat? We just learned something
new today. We just learned, wejust discovered we're being
educated that that risk isactually bigger than we had
previously thought, or whatever,whatever it takes to get that
(17:44):
message. And now it's not aboutthe fact that it went unseen.
It's the fact now, thankgoodness we see it. What do we
do about it? What will be theaction that we are going to take
differently now that we knowit's here. I think we get so
hung up in defending the way weused to do things. And not I'm
(18:04):
I'm talking from, like, GeneralBig appearance of where I've,
I've seen and talked to others,we get so wrapped up in
defending, like, Oh, pleasedon't blame me for this. Because
in that, I think that'sindicative of unfortunate
business culture out there, ofthe blame game. Rather than just
going, No, we're not here toblame, we're here now that we
discovered it, to do somethingabout that's the beauty of good
(18:25):
leadership, is there's no blame,there's learning and there's
action. That's how we moveforward, and that's what we do
as part of our leading andlearning through safety podcast,
is we learn together and we findthe action we need to take to
bring up our our own leadership,our own working processes.
(18:47):
Thanks for joining me on thisepisode, and until next time we
chat, stay safe.
Announcer (19:02):
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
entity. This podcast is forinformational and entertainment
(19:27):
purposes. It is not a substitutefor proper policy, appropriate
training or legal advice youthis has been the leading and
(19:55):
learning through safety podcast.
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