November 14, 2025 • 20 mins
In this episode of the Leading & Learning Through Safety Podcast, Dr. Mark French continues his exploration of how organizational culture is built through both action and inaction. Drawing from research published in the Consulting Psychology Journal (APA, Sept. 2025), he highlights that while values are abstract, culture becomes real through observable practices—what people actually do every day.
Mark explains that every organization operates within three behavioral zones: actions that align with values, actions that work against them, and inaction, where leaders or teams choose to do nothing at all. He connects this framework to safety leadership, showing how emotional intelligence is cultivated not through lofty ideals, but through small, consistent behaviors—like making safety the easiest and most natural choice.
Using his own story about misplaced PPE and the challenge of convenience, Mark illustrates how organizations must remove friction from doing the right thing. The easier it is to act safely and ethically, the more those abstract values become tangible culture. Ultimately, emotionally intelligent organizations are built one decision at a time—rewarding the right actions, correcting the wrong ones, and never ignoring opportunities to reinforce what truly matters.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
Announcer This week on theleading and learning through
safety podcast, we're continuingthe discussion from last time
about culture, about action andinaction and how it all builds
together to show values and tobuild culture. This week, right
here on the podcast, youMark, welcome to the leading and
(00:34):
learning through safety podcast.
Your host is Dr Mark French,Mark's passion is helping
organizations motivate theirteams. This podcast is focused
on bringing out the best inleadership through creating
strong values, learningopportunities, teamwork and
(00:56):
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. YouMatt, hello and welcome to this
(01:28):
episode of the leading andlearning through safety podcast.
So happy you've joined me.
Always my honor to be part ofyour podcast rotation this week.
I'm continuing the discussionfrom our last chat, because I
felt like I had to rush out ofit there. I felt like I got to
(01:50):
my point and wanted to move onand needed some more time. And
it's because it's aboutsomething really, really
important, and that's culture,the culture of our teams, the
culture of our organization, thevalues that we bring in to an
organization, how all those fittogether, how all those create
(02:12):
what we're looking for in thatin that feeling of what is that
intangible thing called anorganization? So it all began
with, actually, the researchthat went into an article. And
this was from the September2025, consulting psychology
journal from the APA. And it wasan article called emotionally
(02:35):
intelligent behavior at work,which is really impressive,
because it talks about, whatdoes it have to be to have an
emotionally intelligentenvironment, like not just
having one or two people, buthaving a full group of people
really understand emotionalintelligence and how it plays a
(02:55):
part in what we do every day inthe organization. And one of the
sections is an EI supportiveorganizational culture. That's
one of the subsections in theirresearch. And it was research
based to set the stage for thework they were doing. And in the
research there was the firstparagraph is three different
(03:16):
journal articles that they didresearch for that really struck
me as insightful and truthful,and it started the conversation
last time about a whole bunch ofthings. Just as a side note,
it's always interesting when Igo back and listen to my own
(03:38):
podcasts, as in my rotation, itshows up, and I listen to it,
and I go, Okay, I see the pointI was trying to make. But did I
make it? Did I get there? Idon't know. Sometimes I just
talk around it. So I wanted tocome back to this topic in
particular, so that we coulddive just a little bit deeper
and let me read the research,and I'll read it verbatim,
(04:01):
because it's easier than meparaphrasing, and it's basically
starts with organizationalculture is composed of
relatively abstract values inobservable practices. So our
culture, the culture of ourorganization, we write our
values on paper. They'reabstract because they're
(04:22):
intangible at that point, butthey become tangible through
watching how people behave, andit's either through good action,
poor action, or inaction. Sothose are the three big
categories I want to talk aboutas we go further into this. Is
that you can have action thatsupports the values, action that
(04:44):
actually goes against thevalues, and then you have
inaction, where you do nothingthat supports or detracts from
the values. Those are theobservable practices of an
organization. Values are primarybeliefs. Building blocks of
culture. So without theseobservable practices, these
(05:05):
tangible, observable practices,these are the building blocks of
your culture. So do you build ahouse on the intangible, or do
you build a house on thetangible? Easy question, it's
the tangible. So ourorganization is not built on the
paper that says our values, thatis the guiding principle that we
(05:28):
hope to live up to in afunctional ei conscience
company. Then we have thetangible, the observable
practices. Those are the actualthings that are building your
culture. And again, these blocksare either going to be for,
(05:49):
against or absent, and that'show you're building that
organization. The next one, theyare the principles that define
an organization and serve asguides about what behavioral,
behavior is desirable andacceptable practice, on the
(06:13):
other hand, are tangible,visible actions and procedures
that pose demands and provideresources for individual
behavior. I've always thought ofsafety practices and human
practices the same way we thinkof Lean principles. The easiest
path will be the one people willtake. If you make it easier to
(06:36):
do the right thing than thewrong thing, people will do the
right thing, naturally, it willbe easier to move that direction
and that. What resources have weput into place to make the good
actions, the ones that are theeasiest to get to? I especially
think of this in the safetyworld, of how we want safety to
(07:02):
be the direction people go, andwe have to make it easier. I
hear so many times that safetypractices, well, it takes
longer, it's harder to do. It'suncomfortable. Some of it is
sometimes there's no gettingaround the fact that some
donning all the PPE is not asmuch. Is not fun, putting the
(07:24):
time and effort into preppingand getting things ready. It
does it does take time. How dowe make it easier? How do we
find ways to make it better, forpeople to engage it easier for
people to use it, and easier forit to simply be in place. And
I'll use my home as the perfectexample, and I'm going to tell a
(07:49):
story on myself, and this isgoing to, yeah, you know, I'm
human too. It's not terrible,but it shows that we are human.
And with any work I do outside,I try to wear PPE. I try to wear
safety glasses almost all thetime when I'm because if I'm
wearing sunglasses outside whileI'm working around here,
(08:10):
piddling around the farm, mightas well be safety glasses,
because I'm wearing sunglassesanyway, I always try to have a
pair of ear plugs in my pocket,just in case I decide to do
something crazy with machinery,always have a pair of gloves
with me so that I can, you know,grab or grasp or not risk my
hands. And so what happens whenI misplace something, or a
(08:34):
family member chooses to borrow,and I'll do I'm doing air
quotes, borrow some of my PPEbecause it never returns. I even
have, like a little bin in oneof those, like almost cubicle
looking shelves, where it's apull out bin and it has PPE in
it. I have extra PPE there. Itno surprise. It gets rated
(08:57):
occasionally and things justdisappear. My gloves are
probably the worst of just, Idon't know where they go
sometimes. And so what does thatlead me to do, if I if I spend
more than 30 seconds looking formy gloves and I can't find them,
what do I do? Oh, yeah, I'mgoing out there and thinking
about spending time actuallythinking about, how can I grab a
(09:20):
hold of that. Or how can I dothat without hurting my hands?
Because I can't find my gloves,and most of the time what
happens minor things, usually,but that's usually how it
begins. Little cuts, nicks,scrapes. I'll grab a thorn bush
on accident when I'm trying topull something out and or I'll
hit my finger there wasgoodness, I remember I should
(09:41):
have been wearing some impactlike rubber impact style gloves.
My hand just kept slipping and Iforgot what it was. I just kept
banging my pinky finger. But youknow, I didn't really learn my
lesson until I did it like threetimes. And why is that? Because
the PPE the observable practice.
It wasn't you. Easier for me tofind it than it was just to go
do it. So how do I make iteasier and hopefully keep people
(10:04):
from borrowing it? But in theworkplace, it's the same thing.
How do we make it so much easierto do the right thing than it is
not to how do we help set upthat visible, observable
practice when it comes to livingin the value, and I'm gonna make
the value very tangible andsimple and even legal, that
(10:25):
people are working safe, thatthey're following the safety
protocols. So let's start withjust that idea of building into
action, inaction, wrong actionon the second half of the
leading and learning throughsafety podcast.
(10:45):
You are listening to the leadingand learning through safety
podcast with Dr Mark Frenchdsda Consulting. Learn you lead
others. The Myers Briggs TypeIndicator is an amazing tool.
Problem is that it can be easilymisinterpreted. Dr Mark French
is MBTI certified and ready tohelp you discover your inner
(11:10):
strengths. The MBTI assessmentcan 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 tsda
consulting.comWelcome back to the second half
(11:32):
of the leading and learningthrough safety podcast,
continuing that discussion onorganizational culture and
abstract and observable values,and I'm simply bringing it into,
I think last time I got way tooabstract and wanting to
encompass everything rather thanfocusing on what is the core of
what I'm always trying to showis that good safety leadership
(11:58):
is leadership across the board.
You do it with safety, itautomatically just spreads wings
and flies. So when we look atthe values as the primary
building blocks, the paper, likethe policy, the safety policies
(12:18):
are just abstract words. Whatmakes them real is the
practices. Are people doing, oris your team doing what is
written? And again, there arethe right actions that follow
the policy. There are theactions that go directly against
the policy. And then there's theinaction. And the inaction, when
(12:40):
I talk about that is generallyfrom like a manager or a
supervisor who sees either theright or wrong action and
chooses to do nothing abouteither. So the action to either
reward the good address the bad.
And I must use the word punish,even though I don't like that
word, but it makes sense in thiscontext. You reward the good,
(13:01):
you punish the bad, or you justdo nothing, all of those, all of
those decisions. And think aboutall those decisions, how many
times those come up during a dayor even a single task or a piece
of the work day? How manyopportunities we have to either
create the observable practiceor not, and these procedures
(13:23):
pose demand, and we provideresources. So how do we provide
what resources are we giving toour team to be able to one for
our team members, our frontlinepeople, to be able to follow the
policy, in my case, from earlieris PPE readily available? Is
there a place that people knowthey can go to, there will be
(13:47):
PPE there, and they can get itjust without fail, it will
happen. I have a kind of a lovehate relationship with PPE
vending machines, but the onething I love about them the most
is that when they work well,they never run out. So people
know that if you go to thatmachine, you will be able to get
(14:09):
you a new pair of glasses, apair of gloves or whatever you
need, because it will be thereready for you every time. I like
that. I like the visibility ofknowing that you badge punch in
your whatever it takes you getwhat you need, and it's always
there, always ready. I wish Ihad one at home where, when my
(14:31):
things disappear, I could justgo get more. Because living in
where I live in rural WestKentucky, to go buy another pair
of gloves is a 30 minute driveone way if I don't have an extra
pair, or even with two daydelivery from some other places
like it's still a couple of daysif I need gloves, I need them
now, because I'm outside theweather's right. I want to do
(14:54):
work now, and if I'm notprepared for it, then guess
what? I. Do I try to takeshortcuts around it, and I end
up doing silly things, nosurprise, because I have created
the resources that are notavailable to me. I've created
the practice that it's noteasier to do the right thing.
And so this is all aboutemotional intelligence. It all
(15:18):
comes back to are we emotionallyintelligent enough to see these
actions in place, and thatyou're building your emotional
intelligence from doing somevery simple safety practices? I
think that's really a cool forme that puts a smile on my face
to think about this very complextask. Because when we hear about
(15:41):
emotional intelligence and wehear about learning it and
having to develop it, you readthe books, and they're all huge
corporate values, all these,these big, big, big ideas. But
we can put them into place. Wecan put them in play right now,
in any organization, simply byfocusing on safety and even
(16:04):
something simple, let's evenbring it in. I've used PPE as
the perfect example, or not theperfect example, but a good
example of this is, I want tocontinue it. You, generally
speaking, you have a PPE policy,you probably have a risk
assessment that says, These arethe pieces of PPE you should use
(16:26):
and when to use them. Now, if wego to that situation, there
isn't, is or is not, are wefollowing the policy, or are we
not following the policy? Ifyes, great. If no okay, why? And
I even like to ask the question,like, if it's working well, why
(16:46):
did it work well? And there webegin to really push on the
bubble, a little bit like probeinto the unknown space of
emotional intelligence in ourorganization. Why did you choose
to do the right thing? Why is itthat it wasn't easy where they
fit well, do you like it was itjust because you've seen other
(17:06):
people do it? It's not acceptedany other way. What is it that
makes someone choose the rightthing? What makes someone choose
the other option, the wrong theproverbial wrong thing. And then
what creates inaction? What isit? Is it not being present? Is
it the IS IT management orsupervision just not not present
(17:29):
to see it? Is it they just don'tcare? Is that they have too many
other things to worry about? Isit that the organization has put
too much pressure on otheritems, they're missing the
opportunity to really build asimple building block of the
culture of starting with ourvalues say, and our policy says,
(17:50):
and the law says, you will wearPPE and it will be provided by
the company. Are you wearing ityes or no, are we enforcing it?
Yes or no? It all begins rightthere one simple engagement that
takes those intangiblepractices, makes them a visible,
(18:11):
solid building block, and thatbuilding block is either what
you want, what you don't want,or an actual emotional
intelligence of emptiness, ofjust not caring. We make that
choice every time in good newsor bad news, we can make that
choice differently every day. Inevery decision, we sculpt it. We
(18:33):
make it really awesome. Thanksfor joining me on this episode
of the leading and learningthrough safety podcast, really
enjoyed this conversation aboutemotional intelligence and how a
simple act of safety opens it upfor all of us, until next time
we chat, stay safe. You. Matt,thank you for listening to the
(19:05):
leading and learning throughsafety podcast. More content is
available online at www dot tsdaconsulting.com all the opinions
expressed on the podcast aresolely attributed to the
individual and not affiliatedwith any business entity. This
(19:26):
podcast is for informational andentertainment purposes. It is
not a substitute for properpolicy, appropriate training or
legal advice youi This has been the leading and
(19:57):
learning. Through safetypodcast, you.
Announcer This week on theleading and learning through
safety podcast, we're continuingthe discussion from last time
about culture, about action andinaction and how it all builds
together to show values and tobuild culture. This week, right
here on the podcast, youMark, welcome to the leading and
(00:34):
learning through safety podcast.
Your host is Dr Mark French,Mark's passion is helping
organizations motivate theirteams. This podcast is focused
on bringing out the best inleadership through creating
strong values, learningopportunities, teamwork and
(00:56):
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. YouMatt, hello and welcome to this
(01:28):
episode of the leading andlearning through safety podcast.
So happy you've joined me.
Always my honor to be part ofyour podcast rotation this week.
I'm continuing the discussionfrom our last chat, because I
felt like I had to rush out ofit there. I felt like I got to
(01:50):
my point and wanted to move onand needed some more time. And
it's because it's aboutsomething really, really
important, and that's culture,the culture of our teams, the
culture of our organization, thevalues that we bring in to an
organization, how all those fittogether, how all those create
(02:12):
what we're looking for in thatin that feeling of what is that
intangible thing called anorganization? So it all began
with, actually, the researchthat went into an article. And
this was from the September2025, consulting psychology
journal from the APA. And it wasan article called emotionally
(02:35):
intelligent behavior at work,which is really impressive,
because it talks about, whatdoes it have to be to have an
emotionally intelligentenvironment, like not just
having one or two people, buthaving a full group of people
really understand emotionalintelligence and how it plays a
(02:55):
part in what we do every day inthe organization. And one of the
sections is an EI supportiveorganizational culture. That's
one of the subsections in theirresearch. And it was research
based to set the stage for thework they were doing. And in the
research there was the firstparagraph is three different
(03:16):
journal articles that they didresearch for that really struck
me as insightful and truthful,and it started the conversation
last time about a whole bunch ofthings. Just as a side note,
it's always interesting when Igo back and listen to my own
(03:38):
podcasts, as in my rotation, itshows up, and I listen to it,
and I go, Okay, I see the pointI was trying to make. But did I
make it? Did I get there? Idon't know. Sometimes I just
talk around it. So I wanted tocome back to this topic in
particular, so that we coulddive just a little bit deeper
and let me read the research,and I'll read it verbatim,
(04:01):
because it's easier than meparaphrasing, and it's basically
starts with organizationalculture is composed of
relatively abstract values inobservable practices. So our
culture, the culture of ourorganization, we write our
values on paper. They'reabstract because they're
(04:22):
intangible at that point, butthey become tangible through
watching how people behave, andit's either through good action,
poor action, or inaction. Sothose are the three big
categories I want to talk aboutas we go further into this. Is
that you can have action thatsupports the values, action that
(04:44):
actually goes against thevalues, and then you have
inaction, where you do nothingthat supports or detracts from
the values. Those are theobservable practices of an
organization. Values are primarybeliefs. Building blocks of
culture. So without theseobservable practices, these
(05:05):
tangible, observable practices,these are the building blocks of
your culture. So do you build ahouse on the intangible, or do
you build a house on thetangible? Easy question, it's
the tangible. So ourorganization is not built on the
paper that says our values, thatis the guiding principle that we
(05:28):
hope to live up to in afunctional ei conscience
company. Then we have thetangible, the observable
practices. Those are the actualthings that are building your
culture. And again, these blocksare either going to be for,
(05:49):
against or absent, and that'show you're building that
organization. The next one, theyare the principles that define
an organization and serve asguides about what behavioral,
behavior is desirable andacceptable practice, on the
(06:13):
other hand, are tangible,visible actions and procedures
that pose demands and provideresources for individual
behavior. I've always thought ofsafety practices and human
practices the same way we thinkof Lean principles. The easiest
path will be the one people willtake. If you make it easier to
(06:36):
do the right thing than thewrong thing, people will do the
right thing, naturally, it willbe easier to move that direction
and that. What resources have weput into place to make the good
actions, the ones that are theeasiest to get to? I especially
think of this in the safetyworld, of how we want safety to
(07:02):
be the direction people go, andwe have to make it easier. I
hear so many times that safetypractices, well, it takes
longer, it's harder to do. It'suncomfortable. Some of it is
sometimes there's no gettingaround the fact that some
donning all the PPE is not asmuch. Is not fun, putting the
(07:24):
time and effort into preppingand getting things ready. It
does it does take time. How dowe make it easier? How do we
find ways to make it better, forpeople to engage it easier for
people to use it, and easier forit to simply be in place. And
I'll use my home as the perfectexample, and I'm going to tell a
(07:49):
story on myself, and this isgoing to, yeah, you know, I'm
human too. It's not terrible,but it shows that we are human.
And with any work I do outside,I try to wear PPE. I try to wear
safety glasses almost all thetime when I'm because if I'm
wearing sunglasses outside whileI'm working around here,
(08:10):
piddling around the farm, mightas well be safety glasses,
because I'm wearing sunglassesanyway, I always try to have a
pair of ear plugs in my pocket,just in case I decide to do
something crazy with machinery,always have a pair of gloves
with me so that I can, you know,grab or grasp or not risk my
hands. And so what happens whenI misplace something, or a
(08:34):
family member chooses to borrow,and I'll do I'm doing air
quotes, borrow some of my PPEbecause it never returns. I even
have, like a little bin in oneof those, like almost cubicle
looking shelves, where it's apull out bin and it has PPE in
it. I have extra PPE there. Itno surprise. It gets rated
(08:57):
occasionally and things justdisappear. My gloves are
probably the worst of just, Idon't know where they go
sometimes. And so what does thatlead me to do, if I if I spend
more than 30 seconds looking formy gloves and I can't find them,
what do I do? Oh, yeah, I'mgoing out there and thinking
about spending time actuallythinking about, how can I grab a
(09:20):
hold of that. Or how can I dothat without hurting my hands?
Because I can't find my gloves,and most of the time what
happens minor things, usually,but that's usually how it
begins. Little cuts, nicks,scrapes. I'll grab a thorn bush
on accident when I'm trying topull something out and or I'll
hit my finger there wasgoodness, I remember I should
(09:41):
have been wearing some impactlike rubber impact style gloves.
My hand just kept slipping and Iforgot what it was. I just kept
banging my pinky finger. But youknow, I didn't really learn my
lesson until I did it like threetimes. And why is that? Because
the PPE the observable practice.
It wasn't you. Easier for me tofind it than it was just to go
do it. So how do I make iteasier and hopefully keep people
(10:04):
from borrowing it? But in theworkplace, it's the same thing.
How do we make it so much easierto do the right thing than it is
not to how do we help set upthat visible, observable
practice when it comes to livingin the value, and I'm gonna make
the value very tangible andsimple and even legal, that
(10:25):
people are working safe, thatthey're following the safety
protocols. So let's start withjust that idea of building into
action, inaction, wrong actionon the second half of the
leading and learning throughsafety podcast.
(10:45):
You are listening to the leadingand learning through safety
podcast with Dr Mark Frenchdsda Consulting. Learn you lead
others. The Myers Briggs TypeIndicator is an amazing tool.
Problem is that it can be easilymisinterpreted. Dr Mark French
is MBTI certified and ready tohelp you discover your inner
(11:10):
strengths. The MBTI assessmentcan 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 tsda
consulting.comWelcome back to the second half
(11:32):
of the leading and learningthrough safety podcast,
continuing that discussion onorganizational culture and
abstract and observable values,and I'm simply bringing it into,
I think last time I got way tooabstract and wanting to
encompass everything rather thanfocusing on what is the core of
what I'm always trying to showis that good safety leadership
(11:58):
is leadership across the board.
You do it with safety, itautomatically just spreads wings
and flies. So when we look atthe values as the primary
building blocks, the paper, likethe policy, the safety policies
(12:18):
are just abstract words. Whatmakes them real is the
practices. Are people doing, oris your team doing what is
written? And again, there arethe right actions that follow
the policy. There are theactions that go directly against
the policy. And then there's theinaction. And the inaction, when
(12:40):
I talk about that is generallyfrom like a manager or a
supervisor who sees either theright or wrong action and
chooses to do nothing abouteither. So the action to either
reward the good address the bad.
And I must use the word punish,even though I don't like that
word, but it makes sense in thiscontext. You reward the good,
(13:01):
you punish the bad, or you justdo nothing, all of those, all of
those decisions. And think aboutall those decisions, how many
times those come up during a dayor even a single task or a piece
of the work day? How manyopportunities we have to either
create the observable practiceor not, and these procedures
(13:23):
pose demand, and we provideresources. So how do we provide
what resources are we giving toour team to be able to one for
our team members, our frontlinepeople, to be able to follow the
policy, in my case, from earlieris PPE readily available? Is
there a place that people knowthey can go to, there will be
(13:47):
PPE there, and they can get itjust without fail, it will
happen. I have a kind of a lovehate relationship with PPE
vending machines, but the onething I love about them the most
is that when they work well,they never run out. So people
know that if you go to thatmachine, you will be able to get
(14:09):
you a new pair of glasses, apair of gloves or whatever you
need, because it will be thereready for you every time. I like
that. I like the visibility ofknowing that you badge punch in
your whatever it takes you getwhat you need, and it's always
there, always ready. I wish Ihad one at home where, when my
(14:31):
things disappear, I could justgo get more. Because living in
where I live in rural WestKentucky, to go buy another pair
of gloves is a 30 minute driveone way if I don't have an extra
pair, or even with two daydelivery from some other places
like it's still a couple of daysif I need gloves, I need them
now, because I'm outside theweather's right. I want to do
(14:54):
work now, and if I'm notprepared for it, then guess
what? I. Do I try to takeshortcuts around it, and I end
up doing silly things, nosurprise, because I have created
the resources that are notavailable to me. I've created
the practice that it's noteasier to do the right thing.
And so this is all aboutemotional intelligence. It all
(15:18):
comes back to are we emotionallyintelligent enough to see these
actions in place, and thatyou're building your emotional
intelligence from doing somevery simple safety practices? I
think that's really a cool forme that puts a smile on my face
to think about this very complextask. Because when we hear about
(15:41):
emotional intelligence and wehear about learning it and
having to develop it, you readthe books, and they're all huge
corporate values, all these,these big, big, big ideas. But
we can put them into place. Wecan put them in play right now,
in any organization, simply byfocusing on safety and even
(16:04):
something simple, let's evenbring it in. I've used PPE as
the perfect example, or not theperfect example, but a good
example of this is, I want tocontinue it. You, generally
speaking, you have a PPE policy,you probably have a risk
assessment that says, These arethe pieces of PPE you should use
(16:26):
and when to use them. Now, if wego to that situation, there
isn't, is or is not, are wefollowing the policy, or are we
not following the policy? Ifyes, great. If no okay, why? And
I even like to ask the question,like, if it's working well, why
(16:46):
did it work well? And there webegin to really push on the
bubble, a little bit like probeinto the unknown space of
emotional intelligence in ourorganization. Why did you choose
to do the right thing? Why is itthat it wasn't easy where they
fit well, do you like it was itjust because you've seen other
(17:06):
people do it? It's not acceptedany other way. What is it that
makes someone choose the rightthing? What makes someone choose
the other option, the wrong theproverbial wrong thing. And then
what creates inaction? What isit? Is it not being present? Is
it the IS IT management orsupervision just not not present
(17:29):
to see it? Is it they just don'tcare? Is that they have too many
other things to worry about? Isit that the organization has put
too much pressure on otheritems, they're missing the
opportunity to really build asimple building block of the
culture of starting with ourvalues say, and our policy says,
(17:50):
and the law says, you will wearPPE and it will be provided by
the company. Are you wearing ityes or no, are we enforcing it?
Yes or no? It all begins rightthere one simple engagement that
takes those intangiblepractices, makes them a visible,
(18:11):
solid building block, and thatbuilding block is either what
you want, what you don't want,or an actual emotional
intelligence of emptiness, ofjust not caring. We make that
choice every time in good newsor bad news, we can make that
choice differently every day. Inevery decision, we sculpt it. We
(18:33):
make it really awesome. Thanksfor joining me on this episode
of the leading and learningthrough safety podcast, really
enjoyed this conversation aboutemotional intelligence and how a
simple act of safety opens it upfor all of us, until next time
we chat, stay safe. You. Matt,thank you for listening to the
(19:05):
leading and learning throughsafety podcast. More content is
available online at www dot tsdaconsulting.com all the opinions
expressed on the podcast aresolely attributed to the
individual and not affiliatedwith any business entity. This
(19:26):
podcast is for informational andentertainment purposes. It is
not a substitute for properpolicy, appropriate training or
legal advice youi This has been the leading and
(19:57):
learning. Through safetypodcast, you.
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