In my last post, “Forget the Rules! Build relationships to Manage safety,” I promised to describe the specific activities I've used to help managers create a culture where people will speak up to stop an unsafe action or condition. On reflection, I’ve decided it’s important to first name the fears that arise when implementing this approach, and how to address them. Otherwise we might never get past the introduction.

Fear #1: “You better make sure you deal with compliance before you wander off into the warm and fluffy."

Is it possible that our professional perspective keeps us from seeing a bigger reality? Are regulations and financial pressures blinding us to the importance of relationships? Do our personality preferences create self-limitations that prevent us from building the relationships we need to be successful?

One of the barriers to entry into relational safety leadership is the mistaken belief that laws, policies, discipline and procedures are the first line of defense against failure. Social interaction is considered “schmoozing,” “fluffy,” and marginally important. One supervisor literally said to me, "There are important problems to solve like why are our Afghanistan veterans committing suicide, and here we are wasting our time talking about relationships." That supervisor left the workshop and never came back. There seems to be a complete disconnect in some quarters that personal connection is a survival need, and when people lose that connection they can die. I realize that addressing suicide is a complex issue and do not wish to offer simplistic solutions. All I can say is that the rest of the supervisors did find value in exploring how their conversations in the workplace could diminish the levels of stress and alienation. The truth is that connecting with people is uncomfortable for some people, but laws and rules cannot replace the support of people to enforce them. The rules can be forgotten in the pursuit of accomplishing the goals that are reinforced--principally meeting deadlines. Relationships are much stronger enforcers than written policies and procedures.

Fear #2: “I don’t have the kind of time it would take to build relationships. I have too much work.”

People have a lot on their plate--urgent jobs that need to get done. How are they going to carve time out of their day to talk to people? That's why we recommend starting with a core team to show it can be done. You will be challenged even after getting funding for the program. People will be at the training in body but not necessarily mentally. When people don’t show up, leave early or stay on their mobile devices (despite the ground rules), make up your mind that you will use these challenges to strengthen their understanding of how those actions affect people around them. Is answering emails while someone is giving you information a sign of commitment, trust, and relationship? If we can’t do it in this small team, how are we going to do it in the organization? If people disappoint us by not meeting expectations will we write them off, or will we assume that they do want to contribute their best and help them figure out how to do it?

Fear #3: “If we ask people what they need to be safer or do their job better they will ask for expensive things that we can’t give them. When we don't give it to them they will just get mad. It’s better not to ask in the first place.”

This fear is a close cousin to, "If I ask people for their concerns it will turn into a whining session." Once again half the solution here is to assume that people are willing and can contribute to the solution of the problem. The other half of this belief is that we are dealing with adults and we don't have to say yes to everything to gain their trust. Once you center yourself in these beliefs you can freely ask for all input without fear. Yes, you do have to produce some results and some improvements, but you don't have to address every single concern to begin to gain credibility. Just make sure that you are informing the individuals who raise the concerns on the progress or non-progress. If they are asking for something you can’t deliver, be honest and say so. Then ask them for alternatives within the boundaries of what can be done.

Fear #4: “Why is this effort going to be any different from others? We always start things and then they fall apart.”

Ask yourself if past approaches have focused first on creating relationships where people feel heard and valued. Did we work off a system of beliefs that assumes that everyone is able to and wants to contribute to the success of the business and safety? If the answer is yes, then ask yourself if you provided the training and time to build the relationships required to make it work. If the answer is no then take the time to do it. Start slow with a core group of individuals who are willing to experiment. It is like growing a crop. It can't be rushed, and you can't skip any of the steps. I will get to the steps in the next post.

Fear #5: “It is just too hard and complicated to change things like getting people to wear safety glasses, let alone get them to stop an unsafe action. It’s overwhelming.”

Changing our behavior is always hard. Rational arguments, training and consequences are not enough. But we have accomplished very difficult changes in our society like wearing seat belts. We've made progress in acceptance of cultural differences. Once something catches on people join. In your organization you begin by building relationships with a small group. As the group gains credibility and success, people want to belong. If it takes wearing your safety glasses to belong then that’s what will happen, but you still have to follow up. That is why the core team is so important; they can help with the repetition and vigilance that is so important, especially at the beginning.

Fear #6: “Everyone else is older, been here longer, know more. They aren’t going to listen to me.”

Bob, a very successful and well liked supervisor told me that his father was an electrician and always spoke to him about those pesky engineers who were always trying to tell them how to do their job. Well, Bob went on to become an engineer himself and went to work at a nuclear power plant as a young man. He made sure that he met each worker in his area. He asked them to teach him about the work saying, "I don't know anything yet." They knew he had a degree, but they took him in and taught him the ropes. As time went on they asked him to give them some classes in quantum physics! Whenever Bob needed something done by the workers, it was done. When other engineers came to ask for plans or jobs, the response was, "You'll have to fill out this paperwork." That is the difference building relationships can make.

Ask for some time to talk to people individually with the purpose of learning from them. Even if you have a higher degree enter with humility. The truth is that someone who has been on the job for a long time has a lot to teach, and they are proud of it. Ask them if you can do anything to help them regarding safety or their job. You can tell them why safety is a priority for you and ask why it is important to them. Do this consistently and your credibility will grow with people. They will listen to you because you listen to them and you respect them.

Call to Action: These fears diminish as people have positive experiences with the relationship-centered approach. It is important to spend the necessary time training management in these skills, but you don't have to start with the whole facility. You can start with a core team. Enter your questions and comments so that I can address them in my next post.

You may read the other two previous posts in this series "What is the secret to building a safety culture where everyone is a safety champion?" and "So you want everyone to be fully engaged"