Avoiding misconceptions about safety motivation
A number of clichés are commonly used in an attempt to motivate desired behaviors, but each has some pros and cons. Below are some phrases you might have heard, or might even have used yourself.
There is no “I” in team
True, but smart supervisors get to know each worker as an individual to understand their preferences. Some of the best safety programs encourage individuals to embrace the company’s safety culture by adopting a personal commitment to safety and health.
That said, group efforts can be effective in motivating safe behavior. After individual employees adopt a personal commitment to safety, the next step is getting them to become active participants in the safety of those around them. Ideas that work for groups include setting group safety goals and creating recognition programs.
Work smarter, not harder
Properly trained employees are better able to spot hazards and report them, which prevents accidents and injuries. Once they recognize the benefits of safety, they’ll be more motivated to adopt your safety goals.
Unfortunately, safety requires hard work that includes learning and remembering procedures, as well as forming habits to follow procedures consistently. Supervisors need to stay on top of safety rules, conduct regular safety audits, train and re-train employees, and of course supervise workers on a daily basis.
Think outside the box
A little creativity can help identify hazards, discover effective solutions, and improve working conditions. At the same time, many processes require workers to follow specific steps or procedures.
Encourage workers to share ideas for new ways of working, but remind them that changes or shortcuts could introduce new hazards. Encourage creative ideas, but remind everyone that a new procedure will require evaluation before implementation.
Lead, follow, or get out of the way
As a motivational saying, this one lacks compassion. Employees respond better to encouragement than to pressure. While leading and following each have a place, most organizations combine the two.
Employees (and supervisors, for that matter) can lead from the middle, such as always wearing appropriate personal protective equipment. This combines following the rules with leading by example.
Tailor your approach
Good motivation offers a mix of encouraging leadership and participation in the safety program. Examples include programs offering rewards for submitting safety suggestions, or individual approaches such as recognition by the supervisor.
No single approach will motivate every employee. Differences in education and personal preferences can challenge any supervisor. Using a combination of approaches — beyond tossing out clichés — will be necessary to build and retain a focus on safety.