Safety leader motivation

There are many traits that are common in leaders. Passion for their vision is one of those, and this must be one of the traits that you exhibit as a leader in safety. You must be honest and trustworthy to be a safety leader and you must be able to motivate people to do their jobs in a safe manner. You must lead by example so that you always follow safety procedures every time you enter the laboratory. Always wear appropriate safety gear, and always consider safety in all that you do. Overall, you should be one who has adopted the safety ethic (see Figure 1.3.1.1) so that you not only believe in the value of safety but you strive to ensure that safety becomes an integral part of your everyday life. 

There is reason to be optimistic about one s ability to improve both. This book provides a roadmap to help you, as a leader, improve the level of safety in your organization. In this first chapter we explore what motivates great safety leaders and identify some of the sources of resistance you re likely to encounter. 

While these business advantages are strong, the most common and fundamental motive of great safety leaders is that they see clearly that improving safety is the right thing to do. They hold fast to the principle that we have an obligation to ensure that first, we do no harm. 

Great safety leaders are simply great leaders who are motivated to improve safety. 

Collegiality A highly collegial safety leader will tend to feel naturally the compassion needed for safety motivation. At the extreme, however, such a leader may not be sufficiently demanding. A safety leader with low collegiality will need to find ways to compensate, to devise ocher kinds of personal motivation, and to adopt new practices and behaviors designed to manifest his or her concern for the safety of patients and staff. 

Fact/value confusion describes the tendency to regard and present strongly held values as facts. For example, the debate over abortion, pro and con, often proceeds with value commitments pla)dng the role of fact. In another example, a doctor may be unaware of how his personal religious or sectarian convictions influence how he interprets data and directs patient treatment/ A patient safety leader may make the opposite mistake, appealing only to facts to motivate a needed change in culture while remaining blind to or mute about the relevance of ethical and emotional issues. 

The first-line supervisors or team leaders should be educated, trained, and motivated to make safety, health, and loss prevention part of their everyday activities. First-line supervisors and team leaders must be provided the tools with which they can effectively manage the safety, health, and loss prevention function just as they manage production, quality, and the other job requirements. Necessary to acquire the appropriate buy-in are the commitment and motivation of upper-level management combined with the necessary education and training (i.e., the tools ) for supervisors or team leaders to manage safety and loss prevention effectively, as well as holding the supervisor or team leader accountable for the safety performance or achievement of the goals or objectives. 

Good leaders and managers know that safety is a principal of leadership. Without it, motivation and retention suffer. One of the most popular leadership principles is... 

Motivating Senior Leaders to Take Safety Seriously... 

Generally, the golden rule Do unto others as you would have them do unto you, is a good rule for guidance. This is effective in all situations. The following are some specifics that good leaders need to be cognizant of and apply to the motivation of safety and health ... 

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