March 21, 2025 • 20 mins
The podcast episode from "Leading and Learning Through Safety" hosted by Dr. Mark French focuses on the significance of ethics and values in safety leadership. Dr. French discusses how companies often face a disconnect between stated values and actual practices, leading to cognitive dissonance and weakened organizational culture. He emphasizes that true values must be lived and reinforced through actions, not just written statements. Trust is highlighted as a fundamental aspect of effective leadership, surpassing even high performance when fostering commitment and safety.
Dr. French references Simon Sinek’s principle about trust, noting that organizations must prioritize trustworthiness over mere performance. He also touches on the devastating consequences of treating employees as expendable resources, drawing a parallel to companies that only value profit over people’s safety and well-being. Using metaphors and real-world scenarios, he illustrates the impact of values that drift too far from actual behaviors, leading to breakdowns in organizational integrity.
The episode concludes by stressing the importance of aligning company values with individual values to create a thriving and safe work environment. Dr. French encourages leaders to actively hold themselves and their organizations accountable to their core values, urging them to continuously evaluate and reinforce their commitment to safety and respect for their employees.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Unknown (00:00):
This week on the leading and learning through
safety podcast, we're talkingabout ethics and values and how
they fit into the whole world ofhealth and safety in leadership,
it's the most important part howwe lead this week on the
podcast.
(00:22):
You welcome to the leading andlearning through safety podcast.
Your host is Dr Mark French.
Mark's passion is helpingorganizations motivate their
teams. This podcast is focusedon bringing out the best in
(00:47):
leadership through creatingstrong values, learning
opportunities, teamwork andsafety, nothing is more
important than protecting yourpeople. Safety creates an
environment for empathy,innovation and empowerment.
Together, we'll discover meaningand purpose through shaping our
(01:08):
safety culture. Thanks forjoining us this episode and now
here is Dr Mark French.
Youmusic. Hello and welcome to this
(01:31):
episode of the leading andlearning through safety podcast.
I am so happy you've joined meexcited to talk about this topic
in particular, because I've beenworking on it for a while, for a
lot of different reasons. Socoming up in just a couple of
weeks now, the Tennessee safetyconference will be happening in
Nashville, in my opinion, is oneof the best in the nation. It's
(01:56):
been around quite a while. Theydo a great job of bringing in
some really talented speakersfor the breakout sessions. I'm
honored, trulyunbelievable. I'm one of them
that will be there talking andthis year, a lot of focus on
values. And I think this has todo with just me really
(02:17):
developing a lot in HR, but alsolooking at safety and how safety
relates into business from a toplevel down. How do you really
integrate safety into a valuescheme? Because there's so many
ways that values fit into whatwe do and how we do it. Now, I'm
(02:40):
not going to go through my myspiel that's going to happen
coming up in April, but this iskind of supplementary to it, and
some thought process behind whatis happening in safety, more
importantly, what is happeningin ethical, value driven
leadership to be able to help usassure that we're doing the
(03:05):
right things in what we do everyday, that we're holding people
accountable to the values. Andthat is, ultimately where it
comes down to, is that acompany's values can be as
ingrained as you want them tobe, they can also be just a
piece of paper that floatsaround that no one talks about,
(03:26):
and no one calls out, and if youdo bring up the value code, then
you're in trouble for actuallywanting to talk about values.
That unbelievable. It's truethough an organization, the
culture of an organization isshaped by the how the people
we're living in your valuesdocument should be kind of what
(03:46):
you go back to to say, here'show we're going to do it in this
organization. Here's how what wethink are the most important,
the things we want to ingraininto the DNA of who we are. That
should be the values document.
That should be what youpublicize, what you talk about,
how you do it, living into yourvalues and trust and values go
(04:11):
hand in hand. I love the SimonSinek talk about the Navy Seals
and how they want the personthat's high trust, high
performance. Of course,everybody does, but they would
rather have lower performanceand higher trust than low trust
and high performance. That trustis actually more important.
(04:33):
Values are more important in theway that leadership functions.
People are going to follow whatthey trust. They're not going to
follow necessarily what is goingto accomplish the goal the best
if they don't trust in the firstplace, if they're if, if there's
expendable people trying to getyou to your goal, that is never
(04:56):
going to get people to followyou, because you don't know
who's expendable in.
That. And in the safety world,we're talking literally
expendable, not hey, you mightlose your job or you might get
in trouble. We're in the worldof safety, and we're talking
about trust, and we're talkingabout leadership and safety. And
this isn't directed towardssafety people. We're doing this
(05:17):
all the time. It's all thepeople around us that we rely on
to be good leaders and carrysafety in and do the safety
things we are quite literallytalking about people being
expendable when we don't havehigh values and safety that's
(05:39):
hard to digest when you put itso frankly, and as I say it, and
as I thought about this, it hitme hard
to really rationalize the ideathat when we're not living our
values, we're not settingsafety.
And the value scheme doesn'tnecessarily have to say safety.
(06:01):
It just has to show that we havea common respect for people, and
through that respect for people,we're not going to let them get
hurt, because that's respect forpeople. That's what that means.
And when we're not living thosewe are treating people as an
expendable resource. How did Iget here? This week I was
reading through, as I do everyweek, I read through different
(06:24):
articles and blogs about thefatalities that are happening in
the workplace across thecountry, and it's anything from,
it was car accidents, it wasstuff being dropped. It was for
truck incidents. It wasshootings at
different stores or workplaceviolence that comes up. It's the
(06:48):
normal sad smattering of safetystuff. There was nothing that
really jumped out at me as beingunique, which is kind of sad on
its own. I'll be honest, that'swhen nothing jumps out at me
that's being different. It'sjust the same stuff over and
over again. It's a littlediscouraging to think about
(07:09):
where we are to allow thesethings to happen. And I use the
royal we as the country, howorganizations
maybe they were trying. Maybethey were trying to get better.
I'm not pointing a finger orjudging, but not all of them
are. And there are those thatcertainly we have seen, we have
(07:30):
studied together, we've talkedabout together of those
organizations whose values werenothing related to their people.
Ultimately, I think if therewere had been a value like, if
there had been an actual, realvalue statement for some of
these organizations, that wouldbe, make the owner as much money
as possible, there's your valuestatement.
(07:52):
Everything else is doesn'tmatter. We have one goal here.
It's our values. It's our goal.
It's our vision. Make the owneras much money as possible.
And in those organizations, wesee people again, literally, see
people as an expendableresource.
(08:16):
Unbelievable. So where is thistaking me down the value
statement is it got me thinkingabout what happens when there
are large gaps between what wesay our values are and what we
actually act upon as our values,whether it be individually or
whether it be as anorganization. How do those play
(08:38):
together? And this is a verycommon version of cognitive
dissonance, that the reality isnot the same as what we think it
is, what we believe should behappening, and the reality are
are separating themselves.
They're getting further andfurther apart. For instance, a
company that has a valuestatement that say we respect
and we'll take care and all allthose wonderful things about
(09:02):
people. And then you go there,and there's OSHA citations,
there's labor issues, there'speople that turn over and people
who aren't happy there, and it'sover, like you just see it, re,
rinse, wash, rinse, repeat, overand over again the same things.
(09:23):
There is a dissonance there. Thecompany has said one thing, you
walk out and you see it in avery different way, not living
in the values. This creates acognitive dissonance. It creates
a psychological issue, not onlyindividually, but with the
overall culture. And thisultimately leads to a lot of
(09:46):
different issues within thespace of the organization, and
that's where I want to go in thesecond half. This is ultimately
where I've been leading to iswhat happens as the cognitive
dissonance gets.
So far apart that it collapses.
We'll talk more about that.
We're coming up in the secondhalf of the leading and learning
(10:07):
through safety podcast,humanizing the workplace. It is
the leading and learning throughsafety podcast, tsda Consulting,
learn you lead others.
Traditional development focusestoo much on weaknesses. They
make you believe that the onlyway to find success is through
(10:29):
improving your faults. Strengthsbased coaching instead focuses
on creating success throughusing your natural talents. Dr
Mark French at tsda Consultingis an authorized Clifton
Strengths coach. Your customizedreport and a personalized
approach help bring out the bestin you and your team. For more
(10:49):
information, visit us on theweb@tsdconserting.com
Welcome back to the second halfof the leading and learning
through safety podcast.
We began this discussion talkingabout values and having to live
in that trust, living in thosevalues, and now we've moved on
to talking about what happenswhen a company or even your
(11:12):
personal values start to reallyget too far apart of what the
truth is. So we see it, it'swritten and stated, and we talk
about it one way, but we'reliving it another. So imagine
that you take, I like toimagine, like some sort of like
putty or stretchy material, andyou start to stretch it at
(11:35):
first. It's pretty strong. Whenyou only stretch it a little
ways apart, when you reallystart to stretch it apart. It
starts to sag in the middle. Andthen eventually you keep
stretching it, it just fallsapart. It just
that is what happens when anorganization far two separates
(11:55):
the truth and what is written orwhat is supposed to be in place
that we say this, we're doingsomething else. Now there's no
actual true calculation of, whendoes it implode? When does it
break? What is the triggering?
Because it can be different foreveryone. So let's go to a
personal level. It's easier tolook at it there, if you were to
(12:17):
look at a and I love thisexercise that comes from Brene
Brown, where you look at thewhat are your value words, and
you have a whole list of valuewords, trust, authenticity,
love, family, faith. Take yourall kinds, and you pick the one
or two, maybe three, that areyour most important. You say,
(12:39):
these are my lines. You don'tcross. These are my values. But
let's say, unfortunately, inlife, as life constantly does,
it plays with that, and you getfurther and further and further
apart at some point, whetherthrough just seeing that your
values and your life are whatyou really hold to your core and
(13:00):
what's actually happening inyour life or separating. Maybe
it's an event that happens thattriggers it. Maybe it's just
time you're seeing it separate.
Eventually it will sag andbreak, and that cognitive
dissonance, if not corrected,can create this break, and
suddenly it falls apart, and youhave to reconcile. This is where
(13:24):
I look at some companies. And Iwonder, what will it take for
the value scheme to hold on? Youwould think a fatality would do
it. But then, unfortunately,there are those companies that
will have multiple they'll do itcouple years later, they'll have
another one. Couple years laterhave another one. And sometimes
(13:45):
they're very, very similar in indesign and how they happen. This
is where that separation isnot being reconciled. Someone's
reconciling. There's someonethere that is working there, and
going, No, we are nowhere nearwhat we say we are to what we're
(14:06):
acting on. And that's where westart to lose our motivation
with our team. We start to westart to work really get to
wherethe dynamics of the workplace
are non optimal. There's no wayto optimize at that point,
because if you don't have thatbasic feeling of safety, that
basic behavior in place, it'sfalling apart on you. It is
(14:28):
absolutely not holding itselftogether. It has nothing to
brace itself on, and it'sfalling apart. Some
organizations, unfortunatelyhave learned from fatalities,
and that becomes the thebreaking point where they go,
Okay, it's time to start livingthis. And they go in and they
really turn it around. There'ssome companies who don't let it
(14:52):
separate that they have heldstrong to their values for so
long that they can't.
Look for ways to maintain themand to question them, and are we
living it? Are we doing it? AndI'll use Amazon an example. Here
the early Amazon they talk aboutearly on when Jeff Bezos he
said, I wanted to create themost customer centric company on
(15:15):
Earth, and so he would put anempty chair at his table for his
staff meetings. Go, this is ourcustomer. What do they think
about the decision we're making?
Imagine if we did that withsafety or people, let's just say
people. We put an empty chair atthe table of a staff or
leadership discussion, and wego, that's our team member.
(15:38):
That's our employee. What dothey think about it? How do they
feel? How does it affect them?
Sometimes, some decisions, whenit comes to outside what I would
believe, outside of safety andrespect, sometimes you look at
it and go, they're not going tolike it, but we don't like it
either. Maybe it's a reallytough business decision. We
(15:59):
don't like it. They're not goingto like it, but we're going to
have to do something thathappens. But when we talk about
basic human dignity, basic humanrespect, basic human right, the
right to not die at work, to me,feels like something that is
really important to have thesystems in place so that people
can be safe.
(16:19):
Do we really think about that aspart of our decision making
process, and it ultimately comesdown to what is the decision
we're trying to make, and doesit uphold our values, both
individual and both company?
There's some been some, somework done in that space to say
that if a company's values andthe person's values align. The
(16:41):
more that they align, the morelikely that person is to stay
with that company for a very,very long time and to have a
very happy, successfulworking relationship with the
company. That it would be a veryprosperous for both the company
and the individual. Theyflourish together because of
that. But it's not just writtenvalues. It's living it. Because
(17:02):
the written or the spoken or thethe document is really only as
good as if we're doing it, ifwe're calling it out, if we're
actually holding ourselvesaccountable to that. That's the
harder part. Is theaccountability to once we
determine our values, are we theheart? Are we willing to stand
(17:23):
up and say, I'm not sure thataligns with our values.
Lot of people get defensive whenthat happens. I I will be
perfectly honest. I would getdefensive. I would have to think
about it. I would have to digestit. Wouldn't be an easy
conversation, but sometimes it'snecessary that we have those
(17:45):
conversations in in a way that'sopen and two way of
understanding are we living in?
How do we check it? How do webalance it? And that is
ultimately where, when I am atthe Tennessee safety conference,
what we're going to talk about,we're going to go into a little
(18:05):
of the background of reallybuilding a value. But how do we
make it happen? And there's noI'm going to be honest. There is
no silver bullet approach.
There's no one way. But thereare some things we can do to
begin to build that, to shrinkthe cost cognitive dissonance,
to build it into our culture, tobuild it into our people.
(18:26):
There's some steps we can take.
I would love, if you're in theTennessee area, if you're able
to I would I'd love to see youthere. Love to say hi. I know
maybe not. That's fine. We'llcontinue to talk about how we
build our values, how wecontinue to be great leaders,
how we continue to drive what Isay is a basic human right of
the workplace, and that's to besafe.
(18:48):
I hope that you have a wonderfulweek, and until next time we
chat, stay safe. You.
Music. Thank you for listeningto the leading and learning
through safety podcast. Morecontent is available online at
(19:11):
www dot tsda consulting.comall the opinions expressed on
the podcast are solelyattributed to the individual and
not affiliated with any businessentity. This podcast is for
informational and entertainmentpurposes. It is not a substitute
for proper policy, appropriatetraining or legal advice you
(19:55):
this has been the leading andlearning through safety podcast.
This week on the leading and learning through
safety podcast, we're talkingabout ethics and values and how
they fit into the whole world ofhealth and safety in leadership,
it's the most important part howwe lead this week on the
podcast.
(00:22):
You welcome to the leading andlearning through safety podcast.
Your host is Dr Mark French.
Mark's passion is helpingorganizations motivate their
teams. This podcast is focusedon bringing out the best in
(00:47):
leadership through creatingstrong values, learning
opportunities, teamwork andsafety, nothing is more
important than protecting yourpeople. Safety creates an
environment for empathy,innovation and empowerment.
Together, we'll discover meaningand purpose through shaping our
(01:08):
safety culture. Thanks forjoining us this episode and now
here is Dr Mark French.
Youmusic. Hello and welcome to this
(01:31):
episode of the leading andlearning through safety podcast.
I am so happy you've joined meexcited to talk about this topic
in particular, because I've beenworking on it for a while, for a
lot of different reasons. Socoming up in just a couple of
weeks now, the Tennessee safetyconference will be happening in
Nashville, in my opinion, is oneof the best in the nation. It's
(01:56):
been around quite a while. Theydo a great job of bringing in
some really talented speakersfor the breakout sessions. I'm
honored, trulyunbelievable. I'm one of them
that will be there talking andthis year, a lot of focus on
values. And I think this has todo with just me really
(02:17):
developing a lot in HR, but alsolooking at safety and how safety
relates into business from a toplevel down. How do you really
integrate safety into a valuescheme? Because there's so many
ways that values fit into whatwe do and how we do it. Now, I'm
(02:40):
not going to go through my myspiel that's going to happen
coming up in April, but this iskind of supplementary to it, and
some thought process behind whatis happening in safety, more
importantly, what is happeningin ethical, value driven
leadership to be able to help usassure that we're doing the
(03:05):
right things in what we do everyday, that we're holding people
accountable to the values. Andthat is, ultimately where it
comes down to, is that acompany's values can be as
ingrained as you want them tobe, they can also be just a
piece of paper that floatsaround that no one talks about,
(03:26):
and no one calls out, and if youdo bring up the value code, then
you're in trouble for actuallywanting to talk about values.
That unbelievable. It's truethough an organization, the
culture of an organization isshaped by the how the people
we're living in your valuesdocument should be kind of what
(03:46):
you go back to to say, here'show we're going to do it in this
organization. Here's how what wethink are the most important,
the things we want to ingraininto the DNA of who we are. That
should be the values document.
That should be what youpublicize, what you talk about,
how you do it, living into yourvalues and trust and values go
(04:11):
hand in hand. I love the SimonSinek talk about the Navy Seals
and how they want the personthat's high trust, high
performance. Of course,everybody does, but they would
rather have lower performanceand higher trust than low trust
and high performance. That trustis actually more important.
(04:33):
Values are more important in theway that leadership functions.
People are going to follow whatthey trust. They're not going to
follow necessarily what is goingto accomplish the goal the best
if they don't trust in the firstplace, if they're if, if there's
expendable people trying to getyou to your goal, that is never
(04:56):
going to get people to followyou, because you don't know
who's expendable in.
That. And in the safety world,we're talking literally
expendable, not hey, you mightlose your job or you might get
in trouble. We're in the worldof safety, and we're talking
about trust, and we're talkingabout leadership and safety. And
this isn't directed towardssafety people. We're doing this
(05:17):
all the time. It's all thepeople around us that we rely on
to be good leaders and carrysafety in and do the safety
things we are quite literallytalking about people being
expendable when we don't havehigh values and safety that's
(05:39):
hard to digest when you put itso frankly, and as I say it, and
as I thought about this, it hitme hard
to really rationalize the ideathat when we're not living our
values, we're not settingsafety.
And the value scheme doesn'tnecessarily have to say safety.
(06:01):
It just has to show that we havea common respect for people, and
through that respect for people,we're not going to let them get
hurt, because that's respect forpeople. That's what that means.
And when we're not living thosewe are treating people as an
expendable resource. How did Iget here? This week I was
reading through, as I do everyweek, I read through different
(06:24):
articles and blogs about thefatalities that are happening in
the workplace across thecountry, and it's anything from,
it was car accidents, it wasstuff being dropped. It was for
truck incidents. It wasshootings at
different stores or workplaceviolence that comes up. It's the
(06:48):
normal sad smattering of safetystuff. There was nothing that
really jumped out at me as beingunique, which is kind of sad on
its own. I'll be honest, that'swhen nothing jumps out at me
that's being different. It'sjust the same stuff over and
over again. It's a littlediscouraging to think about
(07:09):
where we are to allow thesethings to happen. And I use the
royal we as the country, howorganizations
maybe they were trying. Maybethey were trying to get better.
I'm not pointing a finger orjudging, but not all of them
are. And there are those thatcertainly we have seen, we have
(07:30):
studied together, we've talkedabout together of those
organizations whose values werenothing related to their people.
Ultimately, I think if therewere had been a value like, if
there had been an actual, realvalue statement for some of
these organizations, that wouldbe, make the owner as much money
as possible, there's your valuestatement.
(07:52):
Everything else is doesn'tmatter. We have one goal here.
It's our values. It's our goal.
It's our vision. Make the owneras much money as possible.
And in those organizations, wesee people again, literally, see
people as an expendableresource.
(08:16):
Unbelievable. So where is thistaking me down the value
statement is it got me thinkingabout what happens when there
are large gaps between what wesay our values are and what we
actually act upon as our values,whether it be individually or
whether it be as anorganization. How do those play
(08:38):
together? And this is a verycommon version of cognitive
dissonance, that the reality isnot the same as what we think it
is, what we believe should behappening, and the reality are
are separating themselves.
They're getting further andfurther apart. For instance, a
company that has a valuestatement that say we respect
and we'll take care and all allthose wonderful things about
(09:02):
people. And then you go there,and there's OSHA citations,
there's labor issues, there'speople that turn over and people
who aren't happy there, and it'sover, like you just see it, re,
rinse, wash, rinse, repeat, overand over again the same things.
(09:23):
There is a dissonance there. Thecompany has said one thing, you
walk out and you see it in avery different way, not living
in the values. This creates acognitive dissonance. It creates
a psychological issue, not onlyindividually, but with the
overall culture. And thisultimately leads to a lot of
(09:46):
different issues within thespace of the organization, and
that's where I want to go in thesecond half. This is ultimately
where I've been leading to iswhat happens as the cognitive
dissonance gets.
So far apart that it collapses.
We'll talk more about that.
We're coming up in the secondhalf of the leading and learning
(10:07):
through safety podcast,humanizing the workplace. It is
the leading and learning throughsafety podcast, tsda Consulting,
learn you lead others.
Traditional development focusestoo much on weaknesses. They
make you believe that the onlyway to find success is through
(10:29):
improving your faults. Strengthsbased coaching instead focuses
on creating success throughusing your natural talents. Dr
Mark French at tsda Consultingis an authorized Clifton
Strengths coach. Your customizedreport and a personalized
approach help bring out the bestin you and your team. For more
(10:49):
information, visit us on theweb@tsdconserting.com
Welcome back to the second halfof the leading and learning
through safety podcast.
We began this discussion talkingabout values and having to live
in that trust, living in thosevalues, and now we've moved on
to talking about what happenswhen a company or even your
(11:12):
personal values start to reallyget too far apart of what the
truth is. So we see it, it'swritten and stated, and we talk
about it one way, but we'reliving it another. So imagine
that you take, I like toimagine, like some sort of like
putty or stretchy material, andyou start to stretch it at
(11:35):
first. It's pretty strong. Whenyou only stretch it a little
ways apart, when you reallystart to stretch it apart. It
starts to sag in the middle. Andthen eventually you keep
stretching it, it just fallsapart. It just
that is what happens when anorganization far two separates
(11:55):
the truth and what is written orwhat is supposed to be in place
that we say this, we're doingsomething else. Now there's no
actual true calculation of, whendoes it implode? When does it
break? What is the triggering?
Because it can be different foreveryone. So let's go to a
personal level. It's easier tolook at it there, if you were to
(12:17):
look at a and I love thisexercise that comes from Brene
Brown, where you look at thewhat are your value words, and
you have a whole list of valuewords, trust, authenticity,
love, family, faith. Take yourall kinds, and you pick the one
or two, maybe three, that areyour most important. You say,
(12:39):
these are my lines. You don'tcross. These are my values. But
let's say, unfortunately, inlife, as life constantly does,
it plays with that, and you getfurther and further and further
apart at some point, whetherthrough just seeing that your
values and your life are whatyou really hold to your core and
(13:00):
what's actually happening inyour life or separating. Maybe
it's an event that happens thattriggers it. Maybe it's just
time you're seeing it separate.
Eventually it will sag andbreak, and that cognitive
dissonance, if not corrected,can create this break, and
suddenly it falls apart, and youhave to reconcile. This is where
(13:24):
I look at some companies. And Iwonder, what will it take for
the value scheme to hold on? Youwould think a fatality would do
it. But then, unfortunately,there are those companies that
will have multiple they'll do itcouple years later, they'll have
another one. Couple years laterhave another one. And sometimes
(13:45):
they're very, very similar in indesign and how they happen. This
is where that separation isnot being reconciled. Someone's
reconciling. There's someonethere that is working there, and
going, No, we are nowhere nearwhat we say we are to what we're
(14:06):
acting on. And that's where westart to lose our motivation
with our team. We start to westart to work really get to
wherethe dynamics of the workplace
are non optimal. There's no wayto optimize at that point,
because if you don't have thatbasic feeling of safety, that
basic behavior in place, it'sfalling apart on you. It is
(14:28):
absolutely not holding itselftogether. It has nothing to
brace itself on, and it'sfalling apart. Some
organizations, unfortunatelyhave learned from fatalities,
and that becomes the thebreaking point where they go,
Okay, it's time to start livingthis. And they go in and they
really turn it around. There'ssome companies who don't let it
(14:52):
separate that they have heldstrong to their values for so
long that they can't.
Look for ways to maintain themand to question them, and are we
living it? Are we doing it? AndI'll use Amazon an example. Here
the early Amazon they talk aboutearly on when Jeff Bezos he
said, I wanted to create themost customer centric company on
(15:15):
Earth, and so he would put anempty chair at his table for his
staff meetings. Go, this is ourcustomer. What do they think
about the decision we're making?
Imagine if we did that withsafety or people, let's just say
people. We put an empty chair atthe table of a staff or
leadership discussion, and wego, that's our team member.
(15:38):
That's our employee. What dothey think about it? How do they
feel? How does it affect them?
Sometimes, some decisions, whenit comes to outside what I would
believe, outside of safety andrespect, sometimes you look at
it and go, they're not going tolike it, but we don't like it
either. Maybe it's a reallytough business decision. We
(15:59):
don't like it. They're not goingto like it, but we're going to
have to do something thathappens. But when we talk about
basic human dignity, basic humanrespect, basic human right, the
right to not die at work, to me,feels like something that is
really important to have thesystems in place so that people
can be safe.
(16:19):
Do we really think about that aspart of our decision making
process, and it ultimately comesdown to what is the decision
we're trying to make, and doesit uphold our values, both
individual and both company?
There's some been some, somework done in that space to say
that if a company's values andthe person's values align. The
(16:41):
more that they align, the morelikely that person is to stay
with that company for a very,very long time and to have a
very happy, successfulworking relationship with the
company. That it would be a veryprosperous for both the company
and the individual. Theyflourish together because of
that. But it's not just writtenvalues. It's living it. Because
(17:02):
the written or the spoken or thethe document is really only as
good as if we're doing it, ifwe're calling it out, if we're
actually holding ourselvesaccountable to that. That's the
harder part. Is theaccountability to once we
determine our values, are we theheart? Are we willing to stand
(17:23):
up and say, I'm not sure thataligns with our values.
Lot of people get defensive whenthat happens. I I will be
perfectly honest. I would getdefensive. I would have to think
about it. I would have to digestit. Wouldn't be an easy
conversation, but sometimes it'snecessary that we have those
(17:45):
conversations in in a way that'sopen and two way of
understanding are we living in?
How do we check it? How do webalance it? And that is
ultimately where, when I am atthe Tennessee safety conference,
what we're going to talk about,we're going to go into a little
(18:05):
of the background of reallybuilding a value. But how do we
make it happen? And there's noI'm going to be honest. There is
no silver bullet approach.
There's no one way. But thereare some things we can do to
begin to build that, to shrinkthe cost cognitive dissonance,
to build it into our culture, tobuild it into our people.
(18:26):
There's some steps we can take.
I would love, if you're in theTennessee area, if you're able
to I would I'd love to see youthere. Love to say hi. I know
maybe not. That's fine. We'llcontinue to talk about how we
build our values, how wecontinue to be great leaders,
how we continue to drive what Isay is a basic human right of
the workplace, and that's to besafe.
(18:48):
I hope that you have a wonderfulweek, and until next time we
chat, stay safe. You.
Music. Thank you for listeningto the leading and learning
through safety podcast. Morecontent is available online at
(19:11):
www dot tsda consulting.comall the opinions expressed on
the podcast are solelyattributed to the individual and
not affiliated with any businessentity. This podcast is for
informational and entertainmentpurposes. It is not a substitute
for proper policy, appropriatetraining or legal advice you
(19:55):
this has been the leading andlearning through safety podcast.
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