Most of us know what it feels like to grind for 8 hours at work and feel drained at the end of the day. Micro-breaks are a way to keep us feeling refreshed throughout the day and avoid feeling exhausted later. Read More...
Last week, Dustin Johnson recorded the lowest score ever and won the Masters Golf Tournament at Augusta National during an odd, COVID-influenced November timeframe. Several years ago, I was fortunate to be able to attend a practice round at the Masters during its traditional April schedule. As advertised, the course was immaculate with its vividly green grass, azaleas in full bloom, undulating hills which TV can’t fully capture, and expansive grounds without a leaf or twig out of place. Birds even chirped in the trees (which, for some reason, were noticeably absent of squirrels). This hallowed ground was unlike anything I’ve ever experienced before. Almost.
As we know in safety, formal training is incredibly important for employees to learn the practices, procedures, values, norms, and behaviors surrounding safe work. This provides the foundational knowledge for employees to do their jobs safely. Another important component to learning safety best practice is less official – it’s referred to as informal learning.
Often, organizations focus on either culture or customer experience or operational excellence as independent activities without seeing that they all are interrelated. In fact, the customer doesn't really care about the company culture or the operational success but will feel the impacts from both. When it is time for the customer to reflect on their loyalty and determine if they with re-purchase, their decision will be based on the overall historical relationship and interactions. In effect, whether their needs were met with the least customer effort. The company must see the customer journey, the employee engagement and the underlying work environment as intertwined. Overall, it is the transparent customer relationship where the company succeeds or fails. Your culture is the core of this relationship.
It is near impossible to change someone’s mind — but this can feel like an important mission for leaders and safety professionals. Some try to convince through arguing, others like to give people options to persuade them, many try appealing to emotions, and others use an ‘information overload’ approach that includes facts and figures. But what really works? How can we convince someone to work safely? How do attitudes really change?