How can you persuade employees to prioritize safety in your organization?

Recognize and acknowledge individuals who exhibit safety and humility. Consider creating badges with interesting titles such as "Yoda of the Quarter" or "Empath Queen/King," or any other title of your choice. This practice helps demonstrate and reinforce the desired behavior. Ultimately, culture is shaped by what you reward and discourage through positive and negative reinforcement.

Promoting safety through values and emotions is similar to planting seeds of mindfulness in our workplace environment. We develop a sense of responsibility that extends beyond rules and regulations by connecting safety practices to our shared values and emotions. It's not just about checking boxes; it's about creating a culture in which every action reflects our commitment to the team's well-being. It is a process that transforms safety from a set of guidelines to a shared ethos, resulting in a safe workplace.

When I hear statements such as "...persuade employees to prioritize safety..." This type of statement implies that priorities will change as the need arises.

Organizational leaders must demonstrate commitment, emphasize the importance of safety, and foster open communication in order to build a safety-first culture. Employee involvement in safety measures, as well as recognition and continual development, all contribute to maintaining a good and secure workplace environment.

To instill a safety-first culture, communicate its importance clearly, backed by real-world examples. Leadership must lead by example, showcasing a genuine commitment. Regular training, incentives for safe practices, and open communication channels are crucial. Involve employees in safety planning to foster ownership and diverse perspectives. Conduct regular safety audits and promptly address concerns. Celebrate safety milestones to reinforce the organization's commitment.

Conduct regular town halls that include a segment for an 'Ask Me Anything' (AMA) session with leaders. However, it's important to emphasize that to foster effective dialogue and encourage employees to openly discuss issues and challenges, creating a psychologically safe environment is essential.

An exciting idea in this context is also to convey the whole thing in a playful way. I can still remember safety training courses that were conducted using VR glasses. The task here was to find out the safety risks in the workplace. The combination of technology, quiz (i.e. games) and being involved immediately increased the attention of the people involved.

From time to time, conduct one-on-one conversations with employees and seek their feedback on the company's culture. Simple three questions are: 1. What's going well? 2. What's not going well? 3. How can we improve?

Alternatively, when thinking about the well-being and health benefits for employees, also give them the right to have flexible work hours. It's important to understand that some bosses mistakenly believe that seeing employees at their desks is more valuable than the actual work they do. Good bosses, however, know that it's results that matter, not just being visible. Great bosses understand that having a good work-life balance is essential for good quality work. They see flexibility as something everyone should have, not just a reward for doing well.

Take feedback anonymously from your employees, and then act on it. Get expert help, and give your employees access to that expertise. Safety means SO MANY things in our current climate, and they so often overlap but are seen as separate issues e.g. effective lighting in the company car park is a H&S issue, but it's also a harassment/violence issue.

Employ analogies or timely messages. For example, if you're talking in December, make it feel Christmassy. If it's something serious, start with a positive note and tell employees what's good for them. Change how you talk based on the mood and what's happening. Be smart about it, and be ready to adjust as you go.

To create a culture where people feel safe, it's not just helpful for leaders to give feedback but also for leaders and C-suite executives to actively seek feedback. However, it's important to ask specific questions rather than a general "Do you have any feedback for me?" Instead, try: 1. What are two things I am doing well and two things I am not doing well? 2. If there's one thing I could change about myself to make it easier for you to work with me, what would that be? Asking specific questions helps get detailed responses, and requesting feedback in this way reduces the psychological pressure associated with giving feedback.