[00:00:00] :  this, this this show is brought to you by safety FM. Warning the following broadcast contains adult language, adult content, frank safety discussions and stories that might sound unbelievable. But believe me, every one of those stories is true. We didn't start the safety war, but we're going to fight to win it For our families, for our communities, for our workplaces and for our lives. Welcome to safety wars. We're talking about a safety revolution when we started out on our trailer, that was just listen to this episode one. We talked about a safety revolution. Well, I stepped in it this week. I got involved in a linkedin discussion trying to avoid doing those things because you get a lot of negative feedback on that and very little positive feedback. But like I said, the revolution starts here starts in your workplace. I would argue. Well, let me go back to what the discussion was. Discussion was, gen X is, we have the uh, generational differences and with gen X is gen xers were told to basically don't put our nose to the grindstone, put our keep working and eventually we're going to be successful and be in leadership positions, sort of like that song. Allentown by billy Joel. There's a line in there if we work hard and if we behave right and then we would then things will turn out okay. That's were the exact words. But that's what the idea and basically are the teachers lied to them and we believe the teachers work, blah, blah, blah. A lot of that is with what I've experienced here. We were given turnkey solutions, turn keys. Well, you're gonna be a doctor, you're gonna be, you're gonna be that at least in my world. And a lot of us never got there. A lot of us, we went to school for one thing and became something else. We had a lot of people didn't go to school. We had an interesting one thing turned out into something else or stay with it in all different combinations here. But what, what are we seeing with the next generation? The millennials and gen Z? That's what I'm seeing. A lot of folks are encouraged to seek leadership positions. We have a whole host of leadership resources out there. I have one myself that I use in a presentation on leadership and then I give the clients and other groups and part of a lot of what we're seeing here, especially since the pandemic is people saying, well, why am I not in a leadership position if they're in gen X and if you're going to be in the millennial or the other, uh, gen Z's, right, they are going, they're out there saying we want to be part of leadership a lot earlier. There's a lot of demographic differences. So for example, there's a lot more millennials and gen Z s and r are gen x is baby rumors, There's plenty of them, but they're exiting the workforce slowly but surely now we have a whole thing here. Well, there's not enough gen Xers to fill the boots of the baby rumors. So we are now promoting the younger people, the less experienced people into management positions because they have to do that. This is what we call evolution. This is how things are evolving. We're not talking about evolution here while things are evolving. We're talking about revolution. Revolution is change in a short period of time. I think we're undergoing a workplace revolution now with a lot of the new initiatives, whether you like them or not, the woke initiatives for lack of a better word, for want of a better word. But revolution, when we talk about a safety revolution, this is what we're talking about. You're in a workplace. Oh, and you hear the same thing over and over again. Well, blame the worker. We're gonna try a new initiative. You got somebody in there who knows, they're only gonna be there in the short term and we're gonna have a short term, this is our initiative that we're gonna have and then, okay, we got the same results. So you may have a short run of really good results and then all of a sudden the person moves on, everything turns to know your back to square one. They bring someone in. Now we're gonna go and it's the same thing. Repackage. We're seeing that with behavior based safety. I'm not gonna mention specific names, but one of my clients went to someone other than me and they got a repackaged form of behavior based safety and it was the same terms and everything else. And I said look they found they found out if that didn't work for you in the past, why are you doing it again? Doesn't seem to make sense to me. And what happened? They ended up going into it again and got the same results, different names, different words, slightly different concepts. Repackaged. Now we have human and organizational performance. I don't know if the listeners here, especially the newer ones know what a revolutionary idea that is or we're going to be approaching safety with the five principles of human organizational performance. When I saw all those principles and people like right here on the network actively promoting them, I said wow, I need to be part of this. This is the revolution that you want to be part of. We're not talking about evolution where we're gonna buy oh well we're gonna do this and maybe 20 or 30 years later we're gonna get to save utopia because at that point the leadership is gonna be retired. They're gonna install it change for as long as they can. So what are the five principles of human organizational performance? If you google it, you'll get different answers. But I go by dr todd Conklin and what his five principles are and this is what you're gonna get in a safety wards. Training class number one human error is normal, there is no human being that does not make errors. But what you need to do is figure out how your work area and how your systems are set up to bring error rates down. I use the I'll use a simple one and some of our listeners will laugh about this back in the day. We did not have electronic time sheets. Yeah, really we're talking when I got into the industry, a lot of industry, a lot of companies still do not have electronic time sheets. But what happened was time sheets in the office kept getting lost and it was very frustrating because you walk into an office early 19 nineties, late eighties and you see a sea of white white paper printer, no email, that's not old thing. There's any surprise that time sheets will get lost. So what was my uh solution? I said, well why don't you put the time sheets on different colored paper? If there on different colored paper then I think you're more likely to see the time sheet. Oh they're coughing on them. What are you talking about? I said, look, I don't think anyone's deliberately losing time sheets here or anything, but why don't we put it out in different. I said, I tell you what, I'm gonna put mine on blue paper. Oh sure paper, if you want to get fancy there and guess what happened? My time, she never got lost again. Right? And then other people started doing it caught on. So that was one way where you could eliminate human error. An easy solution. We're looking at solutions like that setting up your work area. So it's as ever free, free as possible. You're reduced but you're still gonna have errors. People make mistakes. # two Blame Fixes, Nothing. What what does blame really do? Our previous podcast went into that with the death of an what? What are you going to blame shame on you? You didn't do X, Y and Z, shame. I mean what do you okay then? What? Oh frank? Did it frank fouled up? So now we got rid of frank. Now there's gonna be no other further foul ups out there. That's not what reality is. Learning is vital. I'm gonna say this is really important. I'll use this example. Getting back to the millennial group and generation Z at least in my community in New Jersey and new york. I've lived in right now. I live in a little bit of an affluent community, thanks to my wife. And what happens compared to where I grew up when I grew up, let's say I wanted my room painted. I had three brothers, my mother would go and how my brothers or my father would go out and with me and say, okay, what color do you want your room And we only had a choice. No, it couldn't be blue, it could be gray, it had to be yellow had to be like institutional green and or some other color. Really simple basic colors and then an older brother, an older sibling and why can't somebody else in the house? They take you into whatever bedroom you wanna do, you wanna go and you want to learn, okay, this is how you go and this is how you paint, you scrape surface prep, you go in there and you do this. But then the chocolate, you go through the whole thing and then what happened? You learned a valuable skill, You learned how to paint same thing with cutting grass. Nobody had hired a landscaper in my neighborhood. My father was like, hey, I got three sons. So what do you get your butts out there and do the cut the grass. So that was, you learned how to cut grass. You learn basic skills, basic landscaping skills. What are we looking at today? Especially if you're living in an urban environment, right? Rental properties, you're worth living in an affluent community, anything like that. Your hey mom, I want my room painted. Okay, honey, let's go and let's call up a contractor and we'll get a really nice paint job and what color do you want? I want magenta. I want magenta. Mommy, you know, that's what I want because I'm a future safety professional and magenta as the color of the 100 cartridges. But you know, this is the kind of thing. Now you're not learning a skill, You're learning management, managing other people which is a skill in itself, you're managing the contractor but you're not actually learning the skill. This is why we say learning is vital Brent Sutton and he's a big proponent of learning teams, the practice of learning teams on some podcast here and he's a friend of the program learning, learning how to do the job, learning how to do your job enough to manage the safety wise so you can make some sense of it. So you're able to manage people gotta learn learn those jobs. Context drives behavior number four, what is context, What context are we in? I used the example of a couple of years ago there was an accident investigation I had to do on september 11th was accepted in the accident on september 11th, it was a friday and monday we ended up doing the accident investigation and everything. Well what's the context here, context was september 11th, Patriot day, end of the summer, end of the summer you had a senior level person who was a very strong personality out in the field with a junior level person which contributed to the accident because the junior level person was going to argue with a senior level person going on and on all this stuff they expected an accident report that said, well this employee did not do X. Y. M. C. And therefore he's to blame. He wasn't following procedures. Well what was the context of that context was everything I just mentioned and more including he had a death in the family on September 11, 2001. And guess what? Maybe that was impacting? Maybe you should have had the day off on that day tomorrow. Right. J Allen has been talking about the cycle of mourning lately. So what's the context of this when you see the whole context and how this job was encouraged to be done improperly and they were using the wrong equipment. Guess what? That It's the context. It's not the worker's fault. What's the context? What are we looking at? What's everything else going on? The 5th one is how you respond to failure matters. This is what happens. You get people out there and they freaking freak when something goes wrong. Well, if you're freaking freak, when something goes wrong, how do you think someone is going to react? How are they going to go and report things to that may be a problem. So maybe you can get on the front or the leading indicator and trying to prevent things rather than responding to them. So I used this example, I had my friend Dave uh in a meeting and I was the weekly safety meeting and people were not reporting things there. They were, I'm not saying report things on each other. They had they had a near mythical catch reporting program, but nobody wanted to correct each other and it was because of the pushback that they got from their employees and their coworkers from management, the whole thing. Right? So for example, I said, Dave just play along with what I'm gonna do here and we're gonna have a skid here. And I had the skin. I said, Dave, I want you to tell me to put on my safety glasses and Dave says, Jimmy, put on your safety glasses. And I say to him and this is who the belief are you to tell me to put on safety glasses? I trained you, not the other way around. You're in the Newbie here. You've only been doing this for seven years. I've been doing it for 25 years and he was in a state of shock and everything else. Oh, and everybody and I said, Okay, now, do you think with a reaction like that that I'm giving Dave, do you think that Dave is going to go and tell me next time that my safety glasses are off or pick the hazard doesn't have to be safety glasses, hearing protection, getting the right permit, getting the right tools for the job. All the other stuff that could cause an accident. Do you think Dave is gonna tell me that silence in the room. I said, well, this is part of what the issue is here with you folks. If someone tells you you're doing something wrong or you can improve something, Take it to heart if you're in management, you better take it to heart, you better go out there and you better go out there and okay, let's correct it because this is, this is, these are the kinds of conversations that are happening in the field here and we're looking to change that. I didn't call it the safety war back there. But guess what? The uh, management appreciated that. Why? Because it was a little bit of a different approach. We all got into a good laugh out of it obviously. And Dave still talks about until this day is one of my best friends and that sort of thing, how you respond. That matters if you respond overly bearing and everything else, no one's gonna report shipped to you. No one's gonna do anything. It's gonna be negative of the work force all the way around. If you are a smart time failure, right? I had a failure with with an employee and employee made a mistake, not so much a mistake, but they could have handled something better. So the employee comes to me and she's like, oh, jim. And she's all nervous and everything else. I said, okay, I said, I bet you're not gonna do that again. She looked at me, She said, you're not mad at me. I said, mistakes happen, You can handle this a little bit better, of course, but look, you're relatively new to the industry. You probably don't have the life experience to deal with this type of situation. Yet with this and you're dealing with someone who's much more experienced and knows all the answers and all the questions better than you do. And I'm not saying anything against you, I have expectations of somebody who's in the industry for two years versus someone who's in the industry for 25 years, just the way it is. So what do we do? Okay. We responded to it and I said, okay, no problem. This is how we're gonna do it next time and we're gonna have mark this out in your little notebook or whatever you keep nowadays, I don't know right, when this happens, this is how you respond, this is what we need to do. And once we have now we're setting up a system that brings in all the way back to number one, human error is normal and we're gonna work to eliminate human error. So in this case we have a script that I blame her for this situation. No, I didn't blame her, it wasn't her issue. But what if I would have said, well, you know, that was a real stupid thing for you to do. Do you think that then she would have been coming to me reporting things and there were problems probably not. Number one. Number two. Had she she could have made it worse by thinking up and coming up with problems that I already have solutions to or possible solutions to and we worked together for the appropriate solution here. So let's go back to our original premise right now, I know I went all over the place here, but what else is new? The safety revolution that starts with you, You don't want evolution, you don't want to slow progress all the time because that's gonna take you further off course. You want to have some type of a revolution here and this is what human and organizational performance is. It's a revolutionary in the way of thinking and doing things and have that safety revolution that we talked about and to do what we what, what what's our purpose to win that safety war? I'm not gonna win the safety wire through slow evolution for safety wars, this is Jim in the professional safety community communication and planning are just a few keys to your program's success. The question many practitioners have is, where do I start dr J Allen, the creator of the safety FM platform and host of the rated r safety show has built a global foundation to help you along the way, go to safety FM dot com and listen to some of the industry's best and most involved professionals, including Blaine Hoffman with the same Pro Sam Goodman with the Hop nerd Sheldon, Primus with the safety consultant Jim puzzle with safety wars. Emily L Rod with unapologetically bold and many others as individuals, we can do great things, but as a team, we become amazing, dial into safety FM dot com today and surround yourself with a powerful force of knowledge and support. Are you tired of hiring safety consultants and safety professionals that don't have any passion for what they're doing? How about those who have never worked in the field or done the dirty work? Is there resistance to taking safety training because the training is boring, irrelevant And an engaging. Are your employees playing a team college student or someone on the dark web to take the online safety training for that look, no further safety words can come to your facility where do most of the training you need through an online platform at times convenient for you. For more information. Call me Jim proposal. Your safety words host at 8456944170. Or you can email me at jim at safety words dot com. Remember if you've heard this transmission, you are the solution to unsafe workplaces. The views and opinions expressed on this podcast are those of the host and its guests and do not necessarily reflect the official policy or position of the company. Examples of analysis discussed within this podcast are only examples. 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