Kevin Burns Blog

To resonate, a safety message needs to address perceptions, misconceptions and align with attitudes.

Safety communications and marketing are important. A cohesive communications or safety marketing strategy helps to connect many of the dots in safety for your people. It gives them reminders and helps safety stay top-of-mind. Telling your people something once in a safety meeting and hoping that it changes behaviour doesn't work. It won’t. You need to include a communications and safety marketing strategy. Then repeat.

Front-line supervisors and safety people have the most challenging positions in any organization.

Front-line supervisors and safety people have the most challenging positions in any organization. Most do it with little management or supervisory skills training. It's tough to stumble around in a job trying to find your voice and management style. Yet, supervisors and safety people do it. They manage the heart and soul of production and must get exceptional safety performance.

If this is you, here are five things you need to acquire to become more effective at the job:

Anything that makes lives better, creates more success and more freedom is easy to sell.

Safety, for it to be done effectively, needs to be viewed as a marketing strategy - not a compliance program. Forcing people to comply against their will creates a disconnect - a sense of disengagement. And, when people are no longer engaged in their work, it's safe to say that they are no longer engaged in safely doing the work. How you present safety will either help or hinder your people in deciding whether to buy-in to safety for themselves.

The job of safety supervisors and managers is to remove the mental barriers of buying-in to safety. And to get employees to choose safety for themselves - both at work and at home.

You know well enough that safety isn't just a thing that people do at work - at least not to be successful. Removing the mental obstacles creates opportunities for employees to buy-in to safety. Help them to embrace it as one of their personal values. People who cut the lawn in sandals, drive with broken tail lights and cracked windshields don't buy-in to safety. Those who speed and forget their seat belts don't buy-in to safety - even though they seemingly work safely. They tolerate safety rules. That's very different than buying-in and owning safety as a personal value.

Look at it this way, you cannot buy that which is not for sale. So in order for there to be a buyer, there has to first be a seller. Don't be afraid of the idea of selling safety. It's easier than you think.

Here are three things you need to know about helping others buy-in to your safety program:

Organizations that align themselves with negative messaging struggle to improve their safety results.

Of course negative reinforcement doesn’t work. But then safety people do just that. You reinforce your safety message negatively without even realizing it. Negative reinforcement does not automatically create safety.

In the last 20 years of studying human behavior, motivation, engagement and safety, I’ve discovered that organizations that align themselves with negative messaging struggle to improve their safety results.

A recent series of off-topic statistics got my attention.

Companies claim to value safety over all else but unknowingly engage in activities that undermine that desire.

Good companies want to protect their people from harm in the workplace. Of that there is little doubt. A problem exists, however, when deed does not align with word. Over 70% of North American workers are not fully engaged in their job. Without being fully engaged in the job, there is little likelihood that an employee will be fully engaged in safely doing the job.

Companies claim to value safety over all else. But they unknowingly engage in activities that undermine that desire. Companies want to become world-class performers in safety but measure themselves against industry averages. Companies say they make safety the top priority but then don't invest in peripheral training. Many don't have support materials to own the hearts and minds of their employees. Eventually employees clue-in and say, "don't tell me how much you care - show me."

The safety world is moving away from simple compliance models. Integration of omnipresent safety (permeating throughout the organization) is the next level. Here's where the real work needs to be done. Let's start with the 3 things that organizations must do better before safety performance can improve.

Those who complain about using marketing to advance their safety programs just don't understand its value.

The safety purists hate the idea of marketing safety. But then, they object to anything that doesn`t involve process, procedure, the law, or enforcement. They oppose the idea that safety needs to be marketed or sold. They complain that marketing of safety is crass and fluff. Those who complain about using marketing to advance their safety programs just don't understand its value. Better to condemn than to admit you don’t understand right?

Marketing, although a science, is not that difficult to comprehend.

Brand Choice 

What is it that makes a family choose one brand of laundry soap over another? What is it that makes a person choose one brand of truck over another? Android or iPhone? Apple or Microsoft? Starbucks or Tim Hortons? OK, that last reference is decidedly Canadian. The same question could be asked of employees. What makes one employee buy-in to safety and another to simply tolerate safety rules? 

Do not underestimate the power of a well-crafted safety campaign for supporting your safety initiatives.

Federal elections are in full-swing in Canada, USA, Argentina and Hong Kong. But then, there are elections always going on somewhere. But it’s the national elections that dominate the TV and radio airwaves. All of the political parties fight for attention of voters in the hopes of swaying their ballot “X.”

The political parties constantly assess their messages’ effectiveness. If the message isn’t resonating with the voter, they change it up in the hopes that the new message does. They engage polls and surveys. They take random sample sizes and ask questions. And they buy advertising.

Advertising is a one-way street: outward. It talks at us not with us. There is no conversation. There is no engagement. However, to improve safety communication is not about buying advertising. To build engagement, especially in safety, requires more than just banners and signs, or a few words at the monthly safety meeting.

Your people deserve your best communication effort. Their safety depends on it.

Zero-Speak. It’s not just a clever name. It’s a mindset and a safety communications philosophy. Zero-Speak is a way of ensuring that you communicate effectively with your people. To move you closer to the ultimate goal of your safety program requires effective communication. If you have to repeat yourself, your people aren't buying-in to what you're saying. They're tolerating safety rules. What you say and how you say it matters. You need to maximize your Zero-Speak opportunities.

Here are four solid ways to begin implementing a Zero-Speak philosophy in your safety program:

Companies that invest in safety during economic downturns fare better, lower costs, reduce turnover and build a reputation as an employer of choice.

When the economy lulls and work slows down, the first reaction may be to slash expenditures. That includes the safety budget. And, on paper, it may look like the right move. But it is a predictable move - one that research does not support as being successful long-term.