GEM Engserv Pvt. Ltd is an ISO 9001:2015 certified organization, certified by TUV India in accreditation with National Accreditation Board for Certification Bodies (NABCB).
GEM Engserv Pvt. Ltd is an ISO 9001:2015 certified organization, certified by TUV India in accreditation with National Accreditation Board for Certification Bodies (NABCB).
Ever noticed how safety responsibilities often get siloed, centralized around a few Health, Safety, and Environment (HSE) professionals? This common approach, where other leaders offer only superficial involvement—perhaps signing a policy here or approving a resource there—creates a significant problem. Safety governance and leadership become detached from core organizational functions like planning, design, contract, and procurement. As a result, line organizations fail to take genuine ownership or accountability for safety, fostering a reactive rather than proactive state that severely impedes progress toward true safety excellence.
This isn’t just inefficient; it’s a barrier to a truly safe workplace. That’s why understanding and implementing Felt Leadership in Safety is absolutely critical. In this article, we shall explore how this authentic approach can transform an organization’s safety culture, moving it from mere compliance to genuine commitment, and what specific attributes and tools make this transformation possible.
Many organizations inadvertently undermine their own safety efforts by adopting a traditional, centralized approach to HSE. The core issue lies in the prevalent deficiency where safety responsibilities are primarily concentrated around HSE professionals. This often leads to a scenario where other leaders’ engagement is limited, frequently involving little more than signing policies, approving resources, or conducting basic reviews. It’s a superficial involvement that doesn’t truly embed safety into the organizational fabric.
Crucially, safety governance and leadership in this model are often detached from core organizational functions. We’re talking about critical processes like planning, design, contract, and procurement—areas where safety considerations should be paramount from the outset. When safety isn’t adequately integrated into these foundational functions, it creates a significant disconnect. This detachment means line organizations fail to take genuine ownership or accountability for safety, fostering a reactive rather than proactive state. This reactive posture, where action is only taken after an incident occurs, is a major impediment to achieving sustainable safety excellence. It’s clear that a different, more integrated approach is needed to overcome this pervasive challenge.
To move beyond a reactive safety paradigm, organizations need a critical differentiator: Felt Leadership in Safety (FLS). This isn’t just another management buzzword; it’s the authentic expression of a leader’s profound commitment to safety. FLS demonstrates genuine respect for people’s well-being through concrete action, serving as a public declaration of an organization’s unwavering dedication to caring for its employees, customers, shareholders, and the broader communities it serves. This approach is absolutely fundamental for building trust and fostering genuine, robust relationships throughout the entire organization.
Felt Leadership operates across three critical dimensions, each essential for its success:
* Doing: Leaders must actively be *doing* the right things in safety. This means engaging in safety practices, making safety-conscious decisions, and prioritizing safety in their daily work.
* Being Seen: Leaders must *be seen* doing the right things in safety. Their influence and drive need to be perceptible to everyone. It’s not enough to do the right thing; others must witness it.
* Being Believed: Leaders must *be believed* to genuinely value these safety actions. People need to sense their true, intrinsic commitment, not just a performative act.
An inconsistent or fragmented approach from a leader is detrimental to safety because the core of felt leadership necessitates a complete harmonization of a leader’s thoughts, words, and actions. There’s a powerful adage that perfectly encapsulates this imperative: “people don’t hear what leaders say because they are deafened by what leaders do.” This underscores the critical need for leaders to consciously align their thoughts, actions, behaviors, and communications regarding safety. When company leaders successfully demonstrate this profound synchronization, it results in what we call “Visible Felt Leadership.”
Visible Felt Leadership (VFL) is the tangible manifestation of FLS, characterized by a profound synchronization between leaders’ words and their actions. This makes their commitment to safety not just stated, but tangibly demonstrated and experienced throughout the entire company. This consistent alignment fosters a positive and lasting impact on the entire workforce, driving a significant cultural shift.
Several key attributes define VFL and contribute to its transformative power:
* Easily observable: Employees can readily see and perceive leaders’ commitment through their daily interactions, decisions, and priorities. This means leaders are consistently present in operational areas, actively engage in safety discussions, and visibly participate in safety initiatives. Their presence isn’t just symbolic; it’s an active engagement.
* Clearly demonstrates belief in safety: This attribute goes far beyond mere compliance. It reflects a deep-seated conviction that safety is a fundamental, non-negotiable value. It’s evident when leaders consistently allocate necessary resources, unequivocally prioritize safety over production targets, and communicate the intrinsic value of protecting employees at every opportunity.
* Makes a positive impression on employees: When leaders genuinely embody safety, it naturally builds trust and respect among the workforce. This, in turn, significantly enhances morale, boosts engagement, and cultivates a greater willingness for employees to participate actively in safety programs and initiatives.
* Demonstrates a personal commitment: Leaders take personal ownership of safety outcomes, holding themselves accountable. They actively champion safety, participate directly in incident investigations, and personally address concerns raised by employees, signaling that safety is a core personal value, not just a corporate mandate.
* Pervades the organization: VFL is not confined to the executive suite or a specific department. It permeates all levels, influencing policies, procedures, communication channels, and daily operational practices. It becomes an intrinsic, inseparable part of the organizational DNA, shaping every decision and action.
* Affects all levels of employees: From frontline workers on the shop floor to senior executives in the boardroom, everyone experiences the impact of VFL. It sets clear expectations for safety performance, provides consistent support for safe practices, and ensures that safety is a primary consideration in every single role and responsibility.
* Involves all levels of employees: VFL actively encourages and facilitates participation from everyone. It invites contributions to safety committees, promotes robust hazard reporting, solicits feedback, and welcomes improvement suggestions, fostering a powerful sense of shared ownership and collective responsibility for safety.
When these characteristics of felt leadership are consistently demonstrated across the organization, a profound cultural transformation occurs. This shifts the organization beyond a reactive, compliance-driven safety approach to a proactive, values-based safety culture where safety is deeply ingrained and genuinely prioritized by all.
The article will definitely help all safety leaders to enhance their skills and perform their organizational duties in precise manner.