November 7, 2025 • 20 mins
In this episode of Leading & Learning Through Safety, Dr. Mark French dives deep into one of his favorite topics—organizational culture—and how emotional intelligence shapes the environment where people truly thrive. Drawing from research published in the Consulting Psychology Journal, Mark explores the concept of an EI-supportive organizational culture and unpacks what it really means to live out corporate values instead of merely displaying them on paper.
Through his signature “garden analogy,” Mark illustrates how culture, like a plant, flourishes only when the environment provides nourishment, care, and room to grow. He breaks down the research that defines culture as both abstract values and observable practices, challenging leaders to ensure their teams experience those values in action—not just in orientation binders.
Mark also examines how real behaviors—what gets rewarded, promoted, or tolerated—ultimately become the building blocks of culture. He connects this to safety and HR, emphasizing that professionals in these fields often lead through influence, not authority. Their courage to challenge leadership and uphold values defines whether an organization practices damage control or genuine continuous improvement.
This episode is a thoughtful reminder that culture doesn’t happen by accident—it’s created every day by what leaders choose to value, model, and reinforce.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
This week on the podcast, I wantto talk about one of my favorite
topics, and that's culture. Howdo we build it? How do we
maintain it, and how do wecontinually drive improvement to
what we want as a culture? Thisweek on the podcast, you welcome
(00:34):
to the leading and learningthrough safety podcast. Your
host is Dr Mark French. Mark'spassion is helping organizations
motivate their teams. Thispodcast is focused on bringing
out the best in leadershipthrough creating strong values,
learning opportunities, teamworkand safety. Nothing is more
(00:57):
important than protecting yourpeople. Safety creates an
environment 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. YouMatt, welcome to this episode of
(01:26):
the leading and learning throughsafety podcast. So happy you
joined me. Thank you forallowing me to be part of your
podcast playlist. So this week Icame across a journal article
from the American PsychologicalAssociation that some of the
(01:47):
research that they did leadingup to the work they did caught
my attention very clearly,because they concisely put
together a series of pieces todefine a little bit more about
culture and organizationalculture, most importantly,
because we bring as a human, andI say this frequently, but I
(02:11):
can't, I don't think I can overemphasize enough what it means
to be human. And I It amazes me,and it's easy to do. I'm
pointing a finger right back atmyself when I say this, too.
It's easy to think about cominginto work and just being the job
(02:34):
of being the person that doesthe job, or being the embodiment
of the job or the title thatcame with the job, rather than
the total human. And that isculture that is organizational,
because each of us bringsomething with us, good, bad, in
(02:56):
between. And I honestly, I'm aglass half full kind of person.
When it comes to that, I thinkthat most of the time, people
are bringing more. You look forpeople who can bring more, bring
ideas, bring enthusiasm, bringthe things you need, that you
(03:17):
want, in your culture, you buildfrom there that. That's my
belief. But I believe peoplebring that with them when you
allow them to there also has tobe. It's the garden. Analogy is
a really good one. You can plantthe seed. You can find the right
plant that you need. You canfind that you can plant it. You
can transplant it. You can dothings. But if the soil, the
(03:41):
environment is not right forthat plant to grow, it will not
it might survive. It might die,it may never thrive. But then,
in the right environment, youmove that item to the right
environment, it thrives. You getrid of what's getting in the way
of it. You nourish it, you takecare of it, it grows. So let's
take a look at this. Let's moveon. If not, I'll keep going with
(04:05):
analogies for the entire thing.
But this comes from theconsulting psychology journal.
Now, when it says consultingpsychology, it's really more
about getting in the workplaceand looking at leadership. And
how do you help buildleadership? And so I subscribe
(04:27):
to that, because in my role, Ishould be helping empower the
organization even outside of it.
So it's a really interestingread in this one here is
basically talking about that.
The title of the article isemotionally intelligent behavior
at work. And one of the sectionsis titled ei supportive
(04:52):
organizational culture. Andthere's three pieces of research
that they have put together toopen this state. Statement on
what is an EI supportiveorganizational culture. And I
want to read those numberbecause it's it's really nice
how they found these, thesethree pieces of research, put
(05:12):
them together, and it reallyspeaks to what we're trying to
do with culture. So let me readit. Organizational culture is
composed of relatively abstractvalues and observable practices.
Values are primary buildingblocks of culture. They are the
(05:37):
principles that define anorganization and serve as guides
about what behavior is desirableand acceptable. Practices, on
the other hand, are tangible,visible actions and procedures
that pose demands and provideresources for individual
behavior. So I want to breakthis down that was basically
(05:58):
each statement was a differentpiece of research, that when you
put those three together, reallyprofound to what we're trying to
build in leadership. And I willspecifically say that if we we
start with the base of safety,the foundation of safety, with
what we're talking about there,we start to build a really
(06:19):
powerful a really people drivenculture. So let's, let's start
at the beginning. I know thisfeels very luxury to me, but I
found it absolutely enthralling,and I just keep rereading it,
and I can't help but share it.
That's kind of why I have thepodcast, is share my passion. So
I'm going to share my passionhere, organizational culture is
(06:40):
composed of relatively abstractvalues and observable practices.
So what does that mean? It meansthat most of the time, the
values of the organization are apiece of paper that say
something. These are our values.
Now let me take it from the fromthe stance of you are brand new.
(07:00):
You have just been hired into anorganization. You walk in the
door, let's call it the blankslate. I know that there's a lot
of influence outside. You can doyour glass door reviews
LinkedIn. You can learn morebefore you show up, but you've
showed up first day you satdown, and you're going through
your orientation, and they bringup the page that says, These are
(07:23):
our corporate values, 1234,whatever, these are the
corporate values. Now, duringyour first 3060, 90 days, you
are going to observe in realtime, real life, those values in
action, either in action orinaction or absence. Of you're
(07:45):
going to see it the new hire.
You, in this case, are going tobe able to tangibly observe
those practices. So the abstractvalue should be the guide to
what you see. So if I say safetyis number one around here. We
are going to do things safely.
We believe in safety. It we hearthis frequently. I see it
(08:09):
unfortunately. We've talked,I've talked about that. Say we
like we've been in a room to go.
Maybe we are, we're veryfriendly now the we so we've
talked about a little bit about,you know, reading articles and
seeing where there's been afatality or a serious event, and
the first thing they say is,safety is a top priority for us.
(08:30):
We're going to support thefamily, etc, etc, etc. Was
safety? Did you just say itbecause it was there, did you
mean it? Because, based on theresults, what you're saying
really doesn't match up. So whenyou walk into a company, you see
the abstract values, and thenyou observe those values in
(08:54):
action. It sets the tone like,what? What are we really about?
So with the safety example, whenyou start going around and
seeing it, is it real? Do yousee people doing the right
things, following the policy,talking about the policy,
helping watch out for eachother? Do you see the values in
(09:16):
action? That's really importantright there. That first
statement, which came from 2009piece of research that they
found to support what they werelooking at with emotional
intelligence, is a lot ofcompanies have those abstract
values. And as a human being,we're looking for the practice
in action. We need to see thepractice in action that
(09:40):
determines how we practice goingforward and how well it aligned
with what we thought we werecoming to and what we actually
have have arrived to. Sometimesyou can see it during the
interviews very clearly that youyou hear about their values, you
hear about what they're wanting.
(10:00):
Then you visually see, youvisually encounter. You get that
feeling, that energy that tellsyou, oh yeah, they're they
really mean it. Or you get itthat says maybe not. So let's
talk more. We got more todissect here. Let's keep going
talking about emotionalintelligence and organization
and values on the second half ofthe leading and learning through
(10:24):
safety podcast, humanizing theworkplace it is the leading and
learning through safety podcast,dsda Consulting. Learn you lead
others. The Myers Briggs TypeIndicator is an amazing tool.
The problem is that it can beeasily misinterpreted. Dr Mark
French is MBTI certified andready to help you discover your
(10:49):
inner strengths. The MBTIassessment can help with team
building, stress management,communication, conflict
management, and so much moreindividual and group sessions
are available to help youdiscover what makes you great.
For more information, visit uson the web at TS da
consulting.comWelcome back to the second half
(11:12):
of the leading and learningthrough safety podcast. So this
week from the consultingpsychology journal, September
2025 quarterly, an articlecalled emotionally intelligent
behavior at work, readingthrough in some of their base
research on supportiveorganizational culture for
(11:32):
emotional intelligence. So thesecond statement that comes from
that they did research thatbuilds well is values are
primary building blocks ofculture. So all of this gets so
muddy. We hear these wordsinterchangeably, value, culture,
(11:54):
priorities. Take your buzzwords, put them together. But
there's real psychologicaldefinitions out there of what it
really means in a company or ina culture or an organization. I
mean, to have these things evenI just used it wrong even, even
I just threw out the wrong wordtoo much jargon. Caught myself
(12:17):
doing it. Organizational cultureis so what we're looking at the
culture is, what is it? Thevalues are the building blocks.
So we state our values in anabstract way. We observe those
practices, and then we look athow those practices become the
(12:43):
building blocks. Now thequestion that I know you know
the answer to, but I'm I'm goingto just say it because it makes
it feel more interesting to meto pose it as a question, if I
look at the written values of acompany, or if I observe the
real values of the company,which could be the same?
Nothing. I'm not assumingthey're not. I'm just saying
(13:05):
what you read and what youobserve. Which one becomes the
inherent building block? Well,of course, it's what you see.
It's the observable pieces,because that's real. It's
tangible. It's no longerabstract, it's no longer a
theory, it's a real practice. Sothe real practice becomes the
(13:27):
absolute foundational buildingblocks of culture. And so back
to what I love the most, andthat safety is if we're going to
build a foundation, why are wenot if we truly value our
people, why are we not buildingin on safety first, build it
(13:48):
there. Can't go wrong withbuilding it there. There doesn't
seem to be a wrong way to dothat when you truly mean it. So
moving on. So now we know thatthis, basically the tangible, is
going to become the realbuilding blocks, not the
abstract. They are principlesthat define an organization and
(14:10):
serve as guides for whatbehavior is desirable and
acceptable. Now, ideally, thepiece of paper, the the
abstract, should be, what'sdesirable, not necessarily true.
Should be, should be. In somecases, we see that the behaviors
(14:30):
are those tangible, observablebehaviors actually become what
really is desired, in what isacceptable. I love Simon Sinek,
and I love a lot of what hewrites in researches, and he
talks about the companies thatcontinually promote the super
high performers who could careless if they burn everyone else
(14:51):
in the world. They could hurteveryone they can step on backs.
They can crawl. Up to the top,and they don't care about
others, but they're really goodat what they do, and by
leveraging those people, theorganization speaks volumes of
what becomes acceptable and whatbecomes desirable. It sets the
(15:13):
tone, not only that we acceptit, but in some ways we want it.
That struck me as I had alwaysthis like it, just saying it so
simply opened up my mind alittle bit, because I always
thought of it as being okay. Youaccept it, it's there, but it
(15:34):
actually, when you read it asbeing a piece of like that, and
it says it's actually whatbecomes desirable. The company
now has said it's desirable tobe this way by accepting this
value, this tangible practice,as that. And so practices, on
the other hand, are tangible. Soit actually references the word
(15:56):
tangible in a separate piece ofresearch. And this is from 1998
so it's not dating myself,but yeah, that's a little ways I
go that this has been known tobe true, or at least
theoretically, in publication,the visible actions and
procedures that pose demand andprovide resources for individual
(16:16):
behavior. So what are we doingto put demand on living into the
culture? What is the demand?
What are the resources? Have wemade it easier to do the right
thing, or we have made it easierto just do what we want, and
(16:37):
this is very much aphilosophical exercise and what
you want to build as anorganization. What is the real
tangible point? I'm going to usethe word tangible. What is the
real point that I want to sayabout all of this is that one,
when we see it in action, wehave a choices, usually middle
(16:58):
management, safety people withnot a lot of direct influence.
We influence through what we doand how we act and how we
interact with everything aroundus. We truly work through
influence, not throughauthoritative means. And I think
that's a really interestingsituation that the safety
professional is in, and a lot oftimes the HR professional too.
(17:21):
We're in that situation all thetime. So we have a choice. We
have a choice on whether or notwe follow the easy path of what
the company is choosing to godown, or do we stand up and
actually do the things thatshould be the right thing to do
with a company that we've beenasked to do, to be the
(17:44):
conscience, to be those items,and to be somewhat of a Trying
to be what the company needs usto be for their people, rather
(18:06):
than just following the path andembodying and in becoming the
resource to enable what on papershouldn't be there. So I came
across a LinkedIn post and itsaid, if HR can't challenge
leadership, it's not HR anymore.
It's just damage control. I feelthe same way about safety, and
that's sad when it comes todamage control and safety,
(18:28):
because that means Someone gothurt. That means something bad
really happened. And so here wehave the option to how do we
build our resources, how do webuild and how do we become and
that's a hard road and not aneasy solution, but I think we're
(18:51):
going to talk more about this. Idon't feel like I've dropped
this topic yet. I feel like I'vejust hit the cusp of like, let's
take what the abstract sayshere, let's take the research.
Let's build something more. I'mlooking forward to our next
conversation, because we'regoing to continue this one.
We're going to keep driving iton the next episode of the
leading and learning throughsafety podcast. Thanks for
(19:13):
joining me, and until next timewe chat, stay safe. You.
(19:36):
I thank you for listening to theleading and learning through
safety podcast, more content isavailable online at www dot tsda
consulting.com all the opinionsexpressed on the podcast are
solely attributed to theindividual and not affiliated
(19:57):
with any business entity you.
This podcast is forinformational and entertainment
purposes. It is not a substitutefor proper policy, appropriate
training or legal advice.
(20:22):
You This has been the leadingand learning through safety
podcast.
This week on the podcast, I wantto talk about one of my favorite
topics, and that's culture. Howdo we build it? How do we
maintain it, and how do wecontinually drive improvement to
what we want as a culture? Thisweek on the podcast, you welcome
(00:34):
to the leading and learningthrough safety podcast. Your
host is Dr Mark French. Mark'spassion is helping organizations
motivate their teams. Thispodcast is focused on bringing
out the best in leadershipthrough creating strong values,
learning opportunities, teamworkand safety. Nothing is more
(00:57):
important than protecting yourpeople. Safety creates an
environment 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. YouMatt, welcome to this episode of
(01:26):
the leading and learning throughsafety podcast. So happy you
joined me. Thank you forallowing me to be part of your
podcast playlist. So this week Icame across a journal article
from the American PsychologicalAssociation that some of the
(01:47):
research that they did leadingup to the work they did caught
my attention very clearly,because they concisely put
together a series of pieces todefine a little bit more about
culture and organizationalculture, most importantly,
because we bring as a human, andI say this frequently, but I
(02:11):
can't, I don't think I can overemphasize enough what it means
to be human. And I It amazes me,and it's easy to do. I'm
pointing a finger right back atmyself when I say this, too.
It's easy to think about cominginto work and just being the job
(02:34):
of being the person that doesthe job, or being the embodiment
of the job or the title thatcame with the job, rather than
the total human. And that isculture that is organizational,
because each of us bringsomething with us, good, bad, in
(02:56):
between. And I honestly, I'm aglass half full kind of person.
When it comes to that, I thinkthat most of the time, people
are bringing more. You look forpeople who can bring more, bring
ideas, bring enthusiasm, bringthe things you need, that you
(03:17):
want, in your culture, you buildfrom there that. That's my
belief. But I believe peoplebring that with them when you
allow them to there also has tobe. It's the garden. Analogy is
a really good one. You can plantthe seed. You can find the right
plant that you need. You canfind that you can plant it. You
can transplant it. You can dothings. But if the soil, the
(03:41):
environment is not right forthat plant to grow, it will not
it might survive. It might die,it may never thrive. But then,
in the right environment, youmove that item to the right
environment, it thrives. You getrid of what's getting in the way
of it. You nourish it, you takecare of it, it grows. So let's
take a look at this. Let's moveon. If not, I'll keep going with
(04:05):
analogies for the entire thing.
But this comes from theconsulting psychology journal.
Now, when it says consultingpsychology, it's really more
about getting in the workplaceand looking at leadership. And
how do you help buildleadership? And so I subscribe
(04:27):
to that, because in my role, Ishould be helping empower the
organization even outside of it.
So it's a really interestingread in this one here is
basically talking about that.
The title of the article isemotionally intelligent behavior
at work. And one of the sectionsis titled ei supportive
(04:52):
organizational culture. Andthere's three pieces of research
that they have put together toopen this state. Statement on
what is an EI supportiveorganizational culture. And I
want to read those numberbecause it's it's really nice
how they found these, thesethree pieces of research, put
(05:12):
them together, and it reallyspeaks to what we're trying to
do with culture. So let me readit. Organizational culture is
composed of relatively abstractvalues and observable practices.
Values are primary buildingblocks of culture. They are the
(05:37):
principles that define anorganization and serve as guides
about what behavior is desirableand acceptable. Practices, on
the other hand, are tangible,visible actions and procedures
that pose demands and provideresources for individual
behavior. So I want to breakthis down that was basically
(05:58):
each statement was a differentpiece of research, that when you
put those three together, reallyprofound to what we're trying to
build in leadership. And I willspecifically say that if we we
start with the base of safety,the foundation of safety, with
what we're talking about there,we start to build a really
(06:19):
powerful a really people drivenculture. So let's, let's start
at the beginning. I know thisfeels very luxury to me, but I
found it absolutely enthralling,and I just keep rereading it,
and I can't help but share it.
That's kind of why I have thepodcast, is share my passion. So
I'm going to share my passionhere, organizational culture is
(06:40):
composed of relatively abstractvalues and observable practices.
So what does that mean? It meansthat most of the time, the
values of the organization are apiece of paper that say
something. These are our values.
Now let me take it from the fromthe stance of you are brand new.
(07:00):
You have just been hired into anorganization. You walk in the
door, let's call it the blankslate. I know that there's a lot
of influence outside. You can doyour glass door reviews
LinkedIn. You can learn morebefore you show up, but you've
showed up first day you satdown, and you're going through
your orientation, and they bringup the page that says, These are
(07:23):
our corporate values, 1234,whatever, these are the
corporate values. Now, duringyour first 3060, 90 days, you
are going to observe in realtime, real life, those values in
action, either in action orinaction or absence. Of you're
(07:45):
going to see it the new hire.
You, in this case, are going tobe able to tangibly observe
those practices. So the abstractvalue should be the guide to
what you see. So if I say safetyis number one around here. We
are going to do things safely.
We believe in safety. It we hearthis frequently. I see it
(08:09):
unfortunately. We've talked,I've talked about that. Say we
like we've been in a room to go.
Maybe we are, we're veryfriendly now the we so we've
talked about a little bit about,you know, reading articles and
seeing where there's been afatality or a serious event, and
the first thing they say is,safety is a top priority for us.
(08:30):
We're going to support thefamily, etc, etc, etc. Was
safety? Did you just say itbecause it was there, did you
mean it? Because, based on theresults, what you're saying
really doesn't match up. So whenyou walk into a company, you see
the abstract values, and thenyou observe those values in
(08:54):
action. It sets the tone like,what? What are we really about?
So with the safety example, whenyou start going around and
seeing it, is it real? Do yousee people doing the right
things, following the policy,talking about the policy,
helping watch out for eachother? Do you see the values in
(09:16):
action? That's really importantright there. That first
statement, which came from 2009piece of research that they
found to support what they werelooking at with emotional
intelligence, is a lot ofcompanies have those abstract
values. And as a human being,we're looking for the practice
in action. We need to see thepractice in action that
(09:40):
determines how we practice goingforward and how well it aligned
with what we thought we werecoming to and what we actually
have have arrived to. Sometimesyou can see it during the
interviews very clearly that youyou hear about their values, you
hear about what they're wanting.
(10:00):
Then you visually see, youvisually encounter. You get that
feeling, that energy that tellsyou, oh yeah, they're they
really mean it. Or you get itthat says maybe not. So let's
talk more. We got more todissect here. Let's keep going
talking about emotionalintelligence and organization
and values on the second half ofthe leading and learning through
(10:24):
safety podcast, humanizing theworkplace it is the leading and
learning through safety podcast,dsda Consulting. Learn you lead
others. The Myers Briggs TypeIndicator is an amazing tool.
The problem is that it can beeasily misinterpreted. Dr Mark
French is MBTI certified andready to help you discover your
(10:49):
inner strengths. The MBTIassessment can help with team
building, stress management,communication, conflict
management, and so much moreindividual and group sessions
are available to help youdiscover what makes you great.
For more information, visit uson the web at TS da
consulting.comWelcome back to the second half
(11:12):
of the leading and learningthrough safety podcast. So this
week from the consultingpsychology journal, September
2025 quarterly, an articlecalled emotionally intelligent
behavior at work, readingthrough in some of their base
research on supportiveorganizational culture for
(11:32):
emotional intelligence. So thesecond statement that comes from
that they did research thatbuilds well is values are
primary building blocks ofculture. So all of this gets so
muddy. We hear these wordsinterchangeably, value, culture,
(11:54):
priorities. Take your buzzwords, put them together. But
there's real psychologicaldefinitions out there of what it
really means in a company or ina culture or an organization. I
mean, to have these things evenI just used it wrong even, even
I just threw out the wrong wordtoo much jargon. Caught myself
(12:17):
doing it. Organizational cultureis so what we're looking at the
culture is, what is it? Thevalues are the building blocks.
So we state our values in anabstract way. We observe those
practices, and then we look athow those practices become the
(12:43):
building blocks. Now thequestion that I know you know
the answer to, but I'm I'm goingto just say it because it makes
it feel more interesting to meto pose it as a question, if I
look at the written values of acompany, or if I observe the
real values of the company,which could be the same?
Nothing. I'm not assumingthey're not. I'm just saying
(13:05):
what you read and what youobserve. Which one becomes the
inherent building block? Well,of course, it's what you see.
It's the observable pieces,because that's real. It's
tangible. It's no longerabstract, it's no longer a
theory, it's a real practice. Sothe real practice becomes the
(13:27):
absolute foundational buildingblocks of culture. And so back
to what I love the most, andthat safety is if we're going to
build a foundation, why are wenot if we truly value our
people, why are we not buildingin on safety first, build it
(13:48):
there. Can't go wrong withbuilding it there. There doesn't
seem to be a wrong way to dothat when you truly mean it. So
moving on. So now we know thatthis, basically the tangible, is
going to become the realbuilding blocks, not the
abstract. They are principlesthat define an organization and
(14:10):
serve as guides for whatbehavior is desirable and
acceptable. Now, ideally, thepiece of paper, the the
abstract, should be, what'sdesirable, not necessarily true.
Should be, should be. In somecases, we see that the behaviors
(14:30):
are those tangible, observablebehaviors actually become what
really is desired, in what isacceptable. I love Simon Sinek,
and I love a lot of what hewrites in researches, and he
talks about the companies thatcontinually promote the super
high performers who could careless if they burn everyone else
(14:51):
in the world. They could hurteveryone they can step on backs.
They can crawl. Up to the top,and they don't care about
others, but they're really goodat what they do, and by
leveraging those people, theorganization speaks volumes of
what becomes acceptable and whatbecomes desirable. It sets the
(15:13):
tone, not only that we acceptit, but in some ways we want it.
That struck me as I had alwaysthis like it, just saying it so
simply opened up my mind alittle bit, because I always
thought of it as being okay. Youaccept it, it's there, but it
(15:34):
actually, when you read it asbeing a piece of like that, and
it says it's actually whatbecomes desirable. The company
now has said it's desirable tobe this way by accepting this
value, this tangible practice,as that. And so practices, on
the other hand, are tangible. Soit actually references the word
(15:56):
tangible in a separate piece ofresearch. And this is from 1998
so it's not dating myself,but yeah, that's a little ways I
go that this has been known tobe true, or at least
theoretically, in publication,the visible actions and
procedures that pose demand andprovide resources for individual
(16:16):
behavior. So what are we doingto put demand on living into the
culture? What is the demand?
What are the resources? Have wemade it easier to do the right
thing, or we have made it easierto just do what we want, and
(16:37):
this is very much aphilosophical exercise and what
you want to build as anorganization. What is the real
tangible point? I'm going to usethe word tangible. What is the
real point that I want to sayabout all of this is that one,
when we see it in action, wehave a choices, usually middle
(16:58):
management, safety people withnot a lot of direct influence.
We influence through what we doand how we act and how we
interact with everything aroundus. We truly work through
influence, not throughauthoritative means. And I think
that's a really interestingsituation that the safety
professional is in, and a lot oftimes the HR professional too.
(17:21):
We're in that situation all thetime. So we have a choice. We
have a choice on whether or notwe follow the easy path of what
the company is choosing to godown, or do we stand up and
actually do the things thatshould be the right thing to do
with a company that we've beenasked to do, to be the
(17:44):
conscience, to be those items,and to be somewhat of a Trying
to be what the company needs usto be for their people, rather
(18:06):
than just following the path andembodying and in becoming the
resource to enable what on papershouldn't be there. So I came
across a LinkedIn post and itsaid, if HR can't challenge
leadership, it's not HR anymore.
It's just damage control. I feelthe same way about safety, and
that's sad when it comes todamage control and safety,
(18:28):
because that means Someone gothurt. That means something bad
really happened. And so here wehave the option to how do we
build our resources, how do webuild and how do we become and
that's a hard road and not aneasy solution, but I think we're
(18:51):
going to talk more about this. Idon't feel like I've dropped
this topic yet. I feel like I'vejust hit the cusp of like, let's
take what the abstract sayshere, let's take the research.
Let's build something more. I'mlooking forward to our next
conversation, because we'regoing to continue this one.
We're going to keep driving iton the next episode of the
leading and learning throughsafety podcast. Thanks for
(19:13):
joining me, and until next timewe chat, stay safe. You.
(19:36):
I thank you for listening to theleading and learning through
safety podcast, more content isavailable online at www dot tsda
consulting.com all the opinionsexpressed on the podcast are
solely attributed to theindividual and not affiliated
(19:57):
with any business entity you.
This podcast is forinformational and entertainment
purposes. It is not a substitutefor proper policy, appropriate
training or legal advice.
(20:22):
You This has been the leadingand learning through safety
podcast.
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