Real leaders leave a legacy. They capture the hearts and minds of their teams. Their origin story puts the safety and wellbeing of their people first. Great companies ubiquitously have safe yet productive operations. For those companies, safety is an investment, not a cost for the C-suit. It’s a real topic of daily focus. This is the Safety Guru with your host, Eric Michrowski, a globally recognized option safety guru, public speaker, and author. Are you ready to leave a safety legacy? Your legacy success story begins now. 

Hi, and welcome to the Safety Guru today. I’m very excited as we start preparing the countdown for the new year to have a great episode lined up for you. It’s four safety megatrends. Trends for 2022, 22 is the year ahead is two plus two. So, we have four experts with us that are going to share four key megatrends to start looking out for in 2022. 

Wow. Are you ready? Let’s go. Three, two, one together with me. 

I have Dr. Josh Williams, who’s been on our show several times. Josh, do you want to say a quick intro to yourself, everybody? 

Yeah, I’m happy to be here excited for 2022. And I’ve been doing this 20 something years, getting old. But looking forward to our session today. Thanks, Eric. 

Excellent. Well, thank you. And also have with me, Martin Royal. Martin Royal has been with Propulo for well over ten years. He’s been doing a lot of phenomenal work with leaders as part of organizational change. Martin, do you want to do a quick intro to yourself? 

For sure. Thanks, Eric. Glad to be on the show today and looking forward to discussing more about learning cultures today. 

Excellent. Thank you. Eduardo, who is coming back on the show, partners with Propulo Consulting, has been doing phenomenal work or driving organizational change more specifically, last 15-20 years, specifically around safety culture. Eduardo, welcome back. 

Thank you, Eric. Happy to be here with you and the rest of the audience really looking forward to this conversation and to helping leaders create environments where people can work safely and do so because they want to not just because they have to. 

Excellent love that. Okay. So, four topics, as I promised, looking at 2022. First one, we’re going to talk a little bit about the new normal with COVID. What is back to the workplace means how it’s impacting mental health, stress, fatigue and active care and what that means for safety. Then we’re going to talk into Behop with Dr. Josh, leading the conversation around some of the evolution around behavior-based safety integration around human performance. Then we’re going to go jump into Martin, who’s going to talk about learning organization, one of the key themes of a great safety culture and moving on. Really where the rubber hits the road. We’re going to pass it on to Eduardo, who’s going to talk about supervisory skills and how do you Hone those into 2022 to get real impact? 

So first, let me start a little bit on the new normal. So obviously dates have been changing for returning to the workplace. New variants are up in the news as we record this episode getting ready for the new Year hybrid remote work, return to work. Who really knows what’s happening? Some businesses have set on it. 

Some are still migrating. Well, what does that mean? From a safety standpoint? First, from a mental health standpoint, it’s so important. We’ve talked about another episode of The Safety Guru. Mental health is critically important, not just from wellbeing of the workforce, thinking about all the effects that mental health has taken over the last two years or so. But it also has a direct impact when it comes to safety performance. If you’re maybe distracted, there’s things on your mind. You’re not focused full attention on your job that poses a safety risk. 

And so that’s whereas a safety professional, it’s really important to start bridging that divide between mental health, which is often discussed in the HR field with the safety side of the equation. And that’s really where active care matters. If I know who my team members are, I notice that maybe somebody’s off a little bit today. Maybe I need to check in to see how they’re doing. Are they okay? I love there’s this quote in Australia where the way they talk about mental health is simply with the expression, Are you okay? 

So really reflecting connecting with your team members, knowing when something is a little bit different, something’s a little bit off and having the courage to jump in and really check in with them. So mental health, I think, is going to be hugely important as we start getting into 2022. The next one is really around stress and fatigue. We’ve talked about a lot. We’ve done some work internally on our list of the five key drivers of human error. Number one on that list is stress and fatigue. 

Stress is obviously incredibly present. Over the last 18 to 20 months, people have been mostly working harder, longer hours. There are more changes in the workplace that drives stress that also drives fatigue. If I’m not getting a good night rest, then I’m going to be more fatigue, which we know can put me in front of greater risk when I’m not fully there and fully focused, which really gets me into active care. And really that theme around something that most organizations have been talking about for the last 2030 years around safety. 

It really does matter. I talked about it before in terms of mental health. I know my team members; I know how they’re showing up. I’m more likely to be able to notice that something is different. I wrote an article just a few weeks ago. It was published in Forbes magazine. We had done a survey several months back and 80% of businesses that we had surveyed. We had talked to obviously, on the more mature side of safety, cultures reported that they had shown some improvements around how leaders showed up around active care. 

Phenomenally important. What’s important is also how do I embed that into the business? How do I start thinking about those themes, capturing the learnings and really making it real in the day to day? If you haven’t checked it out, that’s on Forbes. Forbes.com (https://www.forbes.com/sites/forbesbusinesscouncil/2021/12/01/beyond-back-to-normal-embedding-positive-changes-into-your-safety-culture/?utm_content=189459539&utm_medium=social&utm_source=linkedin&hss_channel=lcp-27064223&sh=19ea9f7432e9). You can have a quick look and really around active care is really this element of self-leadership. And how as a leader, I’m building in a conversation how I’m being recognized and that has a direct correlation to outcomes. We were doing some work with one of our clients. 

And what was really interesting is we started seeing a strong correlation between outcome indicators of safety performance and whether team members had interacted over the last month around safety. Perhaps with coaching conversations. That element of felt leadership was so directly correlated to outcomes really critically important. Josh is going to talk about it very soon when we start talking about conversations he shared just this morning with me an article that talked about how having good conversations around observations can lead to 47% improvement around Sith’s and a 60% reduction around hazards showing up in the workplace. 

So, on that note, I don’t know if any of you have anything to jump in on this theme of mental health, stress and fatigue and active care. So critical as you start looking at 2022 and really bridging the gap between what’s traditionally the domain of HR and the domain of safety. Yeah. 

I mean, my experience I think we could all in this collection relate to. It is when we’re talking with folks, whether we’re doing assessments, interviews, focus groups, we’re hearing stress more and more. Ever since Kobe hit everybody we talked to; it seems like doing more with less. It’s tough. So, we feel for people out there. Everyone’s kind of in the same boat struggling through it. And the felt leadership is a big part. But we’re going to talk about human performance and how that relates to default leadership. 

And, Eric, if I can let me just jump in for a bit, human performance is all the rage right now. People are talking about hop, or we call it Bee hop. So just a quick. I’m just going to do a quick background on behavioral safety, kind of the evolution and human performance and what that means for the good conversations we need to have with folks and this notion of felt leadership, how we transform a culture. So just back in the old days, when I was coming up, behavioral safety was taken over. 

Before that, there was a lot of emphasis on attitudes and motivation. Those are important things. The challenge was, what do we do with it? Sometimes you get a one and done motivational inspiring presentation or whatever or training. But then that’s it. What do we do? So behavioral safety came in. And of all the research out there, if you want to get nerdy and start looking up statistics and research in the safety field, you’re not going to find more than you will on behavioral safety. It has been studied for decades. 

There’s all kinds of science and research showing the benefits of behavioral safety and what it did was kind of transform the focus, not just in teams of what I’m thinking and feeling, but what am I doing? As we all know, if you minimize risky behaviors on the front end, you minimize the chance of something bad happening on the back end. I mean, I hate to be cold talking about human life, but in many ways it is a math equation. Fewer risky behaviors in the front end equals less chance of something going wrong in the back and doesn’t guarantee it. 

But it makes it a lot less likely. So, focusing on behavior is smart. And so behavioral safety comes along. And there’s science behind it. And one of the biggest benefits is you’ve got checklists that are used to see what’s going on, what’s working? Well, what’s not working? Well, theoretically, we’re getting input from people doing the work, hearing what they have to say and making changes based on it’s a beautiful system. Martin is going to talk about learning culture in a moment, but it’s a beautiful system when done properly to get that input, to create a true learning culture on a regular basis, as opposed to kind of one and done training sessions. 

The challenge is it’s not easy to do so as we transition to talk about Bee hop and human performance. On the behavioral safety side, three big things happened that made it difficult to do. First are implementations being poor. It became a commodity, so people are buying and selling behavior-based safety. So, people are throwing out checklists without the proper training with no discussion on conversations, essentially saying, here’s a checklist and go use it very quickly. When I was in graduate school, we did research with funded by NIOS at a company. 

Half the group was given a card and said, Go use it. The other half created their own checklists and rules for use and other things around it. We call it the participation group. They use their cards seven times more than the people that were simply told here’s a card and go do it. And too often with behavioral safety failures, there was not a proper implementation on the front end. It was here’s a card here’s how you fill it out. Go do it. So not surprisingly, it didn’t work. 

That was the first big. The second big issue was technology, and it’s great to have technology help us whom we’re doing various functions on the job. But these behavioral checklists got increasingly long because it was easy to fill out on technology. So, I’m filling out a 50 or 60 item checklist. That’s crazy. Nobody’s doing that properly or very few people are. It became a problem became all about the cards and the checklists and the quotes you get you one in at the end of the month. 

So now that you got the system of quotas of pencil whipping and a larger problem of this black hole where we’re feeling stuff out and we never hear back. So, employees are not talking to each other first. But second, they’re bringing up issues that are important and no one’s getting back to them. So not surprisingly, behavioral safety. There were some struggles. The third issue was simply it’s hard. It’s hard to maintain something long term. So, we got to acknowledge that, particularly on the behavioral side. So, as I’m trying to go quick on the hop side, on the Behop side, we’re talking about human performance and the two big tenants there one quit blaming people for getting hurt, Demi said this years ago. 

Don’t blame people for problems created by the system. The second part of that is to fix the system. The first response when someone gets hurt is not who screwed up. It’s where the system fails. We’ve got to reorient our thinking to understand that we all operate in a context. And if we improve the system, it influences our behavior. The very quick story. I got to do one sports analogy really quick. Random lost, great receiver, troubled guy problems throughout his career on and off the field goes to the Patriots. 

Not that I’m a Patriots fan, but they’ve got a tight system overnight. He’s a night and day guy. He’s out in the community doing all the stuff for charity. Now he’s on TV doing this stuff. Total transformation. Same guy in a different system behaves very differently. If we improve systems, we’re improving the likelihood of better attitudes and better behaviors out there. So, I just want to kind of point that out really quick. Two more thoughts here before we transition over here to Martin in terms of the Bee hop, what we call it, it’s behavioral and human performance. 

There’s a lot more emphasis on people talking to each other. As Eric mentioned earlier, it’s about having good conversations, these cards that we use when we roll it out with clients. We’re talking four or five things. What scares you about the job? What do we need to do differently? What would you do differently? How can we help? These are open ended questions, getting people talking. And if we respond to that and address issues based on those comments, you don’t need incentives and all these other gimmicky things to get people to fill them out. 

They want to because stuff is getting addressed. So, the Behop is all about conversations and being responsive to concerns when they’re being brought up. And again, mistakes are seen as opportunities to learn, as opposed to occasions to punish. It’s all that just culture people are talking about in a nutshell that’s what it is. So, the last point really quick is positive accountability. Some of the concerns that people have with human performance is we’re getting any personal accountability when mistakes happen. It’s not true. We’re just trying to reorient to the first response being address the system factors and supervisors. 

It’s a tough role for supervisors who are trying to keep. They need to set clear expectations and use positive means to maintain those expectations that we’ve all agreed on. That’s positive accountability. It’s doable it’s hard, but it’s doable. So, the end of this is essentially when be hop is done properly, we’re improving Felt leadership. There are various tools like leadership listening to us. Leaders are going up asking questions. They’re not going around saying good, bad or indifferent. They’re out there asking questions, trying to learn that creates an environment of openness, which is part again of that felt leadership saying felt leadership is one thing. 

Using listening tours is actually doing it. So, there are some tools and human performance that help with that felt leadership we mentioned as well as good conversation. So, with that said, I’ll turn it over. Martin, we’re going to talk more about learning culture. 

Yeah. And I think before I go there, I just want to emphasize I think your point around Behop is really key. A lot of people have implemented some form of observation program, many of them it’s not working anymore. People aren’t using it. They’re mailing it in, don’t throw it out with a bad water. It’s time to start thinking about how do you re energize? How do you get better conversations? And I love your approach, Brad. Deeper questions to ask people to reflect on what’s dangerous, about what you’re going to do today and really start deepening those relationships, but always keeping those elements from the behavioral base safety side that does work. 

So, thank you, Josh. Martin. So, you’re going to talk to us a little bit about learning organization. Probably one of the key themes of a great safety culture. 

This episode of the Safety Guru podcast is brought to you by Propulo Consulting, the leading safety and safety culture advisory firm. Whether you are looking to assess your safety culture, develop strategies to level up your safety performance, introduce human performance capabilities, re energize your BBS program, enhance supervisory safety capabilities, or introduce unique safety, leadership training and talent solutions. Propulo has you covered! Visit us at propulo.com. 

For sure. Thanks, Eric. And I’d like to share a bit more today about my prediction for the future of learning organization, but also to combine that with our focus on discretionary effort, the employee experience and safety. Because for our listeners probably are aware that at Propulo, we focus on discretionary effort as a way for our clients to gain a competitive advantage when it comes to safety and safe production. And what we know is that when it comes to workplace behaviors that drive safety, there are those that are we call our compliance behaviors completing hazard assessment form following safe work procedures, wearing the right PPE. 

But what we found it’s not sufficient for the workforce to engage in compliance behaviors to drive exemplary safety performance. These, beyond the minimum behaviors, are more difficult to measure, and they often involve positive safety behaviors that are targeted toward achieving your safety goals, like staying vigilant in the face of changing conditions, supporting the team, sharing safety information. And of course, we won’t see any of these behaviors listed on any employee job description. But a lot of our organizations that are doing extremely well safety wise will have employees or greater proportion of employees that demonstrate this behavior. 

And what’s interesting about this Krishna effort is that it only emerges when there’s a high level of workforce engagement and commitment so that discretionary effort is the behavioral manifestation of engagement. I wanted to share some insight today around the concept of worker experience, how an organization that focuses on learning and how can we increase that discretionary effort in our workforce? Now, why is the worker experience? What does it matter? I would say the employee experience is the hallmark of learning organization because the emphasis is on developing the mindset, the behaviors and systems that are conducive to have an optimal employee experience that will encourage high safety performance and discretionary effort. 

Now for the listeners that are maybe familiar within the Its industry. So, software companies have talked about the user experience for quite some time. It’s to describe the experience of app users how they engage with the app. It’s a concept that focuses on the emotional response of users and how they interact with the features and functions Facebook, Google, Twitter, or Masters of this to create engaging users’ experience. Now, the same ideas we can take four employees in the organization. So, employee or the worker experience just simply describe how employees think and feel through every touch point during their time with the organization could be recruitment, onboarding development, performance to things like long absences of work, remote working on boarding or things like incident investigation, injury, radiation, disciplinary action. 

Why we want to look at this employee experience is simply that the employee experience underlies the commitment and engagement that we need to drive discretionary effort. And you could think about it that your employees experience with safety management system will determine at the end the extent to which they will adopt, use and improve on the system. I wanted to share an example that remind me of our clients of ours, a European zinc and silver mine that I happened to visit. I think five, six years ago and their agency team would share with us their concerns that the miners were not reporting near misses, not anything that surprising. 

We’ve heard of these kinds of concerns before now, putting the mindset aside around reporting names when you look at the process of reporting narratives at that point, it was quite cumbersome and at first we have to understand the workers operated at 500ft below ground, and there was no way for them to fill out any form whatsoever. If any incident or near misses were happening. These near miss forms were in a building adjacent to where the miners would meet before taking off. At the end of the day, the form itself was convoluted. 

Workers would drop it off in a box to preserve anonymity, which is good. But then no one would hear back from these reports or if any, corrective actions were taking place. And so, while many leaders are often tempted to blame workers for poor attitudes towards incident reporting or lack of motivation, when you look at these workers experience of the near miss reporting system, you can see it’s quite easy how someone might just feel frustrated, disempowered to submit these kinds of reports, let alone even appreciating the value of doing so. 

If we want to build on more positive employee experience around safety system, a couple of things that we can look into. One is looking at the factors. The main factor that may drive that positive experience could be the safe work procedures, safety policies, tools and equipment learning and reporting system safety communication teams, the reward and recognition system field oversight. I would even go to look at the coworkers and peer relationship, and the goal would be to determine how workers experience the system and whether the system is supporting their intended goal, which we’ll presume. 

It is about encouraging error identification, prevention and mitigation. Now, what if I’m a manager and I’d like to improve my employees experience? All right. So, a couple of things for me, I would say as a leader, I would say, start with yourself, how are your employees experiencing you? Do they feel they are treated fairly? Do they feel that you value their opinion and contribution? Do they feel they’re encouraged and supported? Do they feel that you provide them with opportunities for development? Do they feel that you hold them accountable for high safety standards, or even do they feel that you should have the concern for them as individual? 

I say that’s the first and as Josh mentioned earlier, basically, it is about going and talking to our people, talking to workers and getting that sort of feedback. But here’s the thing as a second step. So, I would say that you start with yourself as a leader. Second, is you could do the same with your front-line supervisors and also try to get that feedback is how are the workers experiencing your front-line supervisors? Same kind of question to start to get a sense of how or why are they doing the things they do? 

And are there elements around the leadership that could be improved now? Third, might be around the system that you want to gather feedback on, which often requires to get out in the field. Get the feedback. Seek to understand the experience of this system what works and what doesn’t work. My experience is we need to ask all the right questions, especially if the workers have not been accustomed to providing any input, especially to senior leaders. So, questions might be things like what gets in the way for you to work safely? 

How can we improve our approach to report safety incident or name another safety system that we want to look into? What do you think we could improve? What are the things you think about our recognition program? So, I’ll recommend you pick just a different list of systems that are more critical that you want to get feedback on and just go out there to get that feedback. Now, one thing I’ll say, though, you might need for in certain workspaces might need to build a trust first. If trust is in there. 

One of the reasons is if people have had some mistress or senior management, they may not open up. And so, we’re going to need to start building that trust, building a bit of the commitment that if the feedback is provided that’s something will be done about it. And so, as a leader, I would say the goal is not to make commitments to make massive critical infrastructure improvement, but more small improvements that demonstrate that. Hey, we listen to you, and we are going to take action to make things better. 

So, we’ll see later on a note that my colleague will Home in on the supervisor’s experience. But I wanted to share that as a learning organization at the end of the day, it’s really about looking, how are we operating and what’s the impact on our workforce? And if we want to give them a better experience, what are some of the changes we can take on? 

Thank you. Thank you, Martin. I think this whole theme of learning organization so key to safety and definitely should be an area of focus going into 2020. Eduardo, you’ve talked last time you were on the show, you talked a little bit about supervisory skills, couldn’t agree more. It’s really where the rubber hits the road. This is where safety culture really manifests itself and how you have impact is going to be how the supervisor interacts with team members. And too often I’ve heard team members saying they’ll trust a supervisor. 

They’ll do what their supervisor does. They’re more important to them day to day than the CEO even is. So, Eduardo over to you. 

Yeah, absolutely. Eric. And thank you, Martin and Josh as well. Yeah, it is really where the rubber meets the road. And I understand what you’re saying about what workers comment in teams of their relationship to their supervisor. And he or she is being more important than the CEO. Now, this is logical, because oftentimes they don’t even know the CEO. They’ve seen them on a pamphlet on a brochure. They’ve heard him speak, maybe, but they don’t know him or her personally. And they do know the supervisor. And so that person, really the supervisor is where the rubber meets the road. 

I would say for two reasons, one because they are in direct contact with the worker, and thus they are able to influence that person and they do for good or for bad constantly. And second, because supervisors are really between a rock and a hard place. And Josh was mentioning that we feel for people, and we feel for supervisors because we understand the challenges that they face between producing and keeping people safe. And it is a challenge. It’s not easy to handle that challenge, but it can be done. 

And we know from experience and from working with many, many organizations that when organizations and supervisors and other more senior leaders focus on safety, people work better. They produce more they produce with higher quality. But if supervisors are really where the rubber meets the road, we need to invest in them, and we need to train them, and we need to develop them. And unfortunately, that is usually not the case. Supervisors are usually promoted through the ranks in organizations because of what they know because of the type of worker they are and the level of performance they have. 

Which one? In one sense, it’s important that they know the job, that they know the technical aspects of the job, because they’ll be supervising people directly. But oftentimes many of the things that made them stand out as individual workers get in the way of them being effective leaders, because being an effective worker is really about getting stuff done by yourself, being assertive and as a leader, you really need to get stuff done to other people, and that requires leadership skills and leadership skills are very different from technical skills. 

We’re talking here about your capacity to create relationship, your capacity to interact with people, your capacity to listen to people, to get people thinking, to get people speaking to get people. And that discretionary effort that Josh and Martin were talking about is key. And there is no one in the organization that has more power to really generate that container, that environment where people are willing to go that extra mile, to be creative, to think about things, to stop and pause before they do the work, then supervisors, so really investing in them and developing them as leaders is key. 

Now to do that, we need to give them all these skills that I talked about. And one key skill that I think is crucial is helping them to become better coaches, because, in essence, and with the type of work that people do nowadays in industry essential, that their direct leader, that is their supervisor and be able to coach people so that they themselves can become more self aware, become better at managing themselves, really coaching people to think about the work that they’re doing and to consider what are the risks, what are the hazards that they will be facing and how they will be mitigating those risks. 

Now again, unfortunately, because these are not necessarily skills that we have. Naturally, some supervisors develop them naturally, and we’ve seen Rockstar supervisors, but many don’t. They’ve never developed them, and they’ve never been taught. But these are really skills that are essential because it’s in those coaching conversations that supervisors have with workers that you will get workers to really look at how they work, look at their behavior and really get them to think about what they’re doing so that they don’t get hurt on the job. In this regard, we’ve come up with very specific skills that we teach supervisors, and we do so both in a classroom setting. 

And this is not your typical classroom with lots of PowerPoint slides and lots of concepts. No, these are about supervisors having conversations about what challenges they’re having with people, what it is that they want workers to do that they’re currently not doing and what they can do to get workers to do this. And these classes are full of role plays where they act out that relationship between worker and supervisor and how to have those conversations. And ultimately, we even develop supervisors through field coaching, having them practice these skills in real life situations. 

And some of these skills have to do. We come up with an acronym called Dare, and we call it Dare because it really takes courage to lead in this way. First off, because we’re not used to leaving in this way, and it’s going to be uncomfortable starting out. Second of all, because we’re asking supervisors to step away from this traditionally authoritative role of I’m the boss. I’m the supervisor. I’m going to tell you what to do when you’re going to do it to more collaborative relationship. 

And so that takes certain things. It takes the ability, as I said before, to create relationship. As you’ve all mentioned during this conversation, it really takes an ability to not just care for people which most supervisors do. We don’t doubt that, but to actively show that care and to delegate work in a manner that promotes safety. Now, what do I mean by this? Telling people what to do and how to do it does not work. First off, you don’t know whether the other person heard you, and you certainly don’t know whether the other person understood you and so telling someone what to do and how to do it. 

And then we tend to ask people or supervisors tend to ask people, did you understand? And of course, people are going to say yes, I should, of course. But that doesn’t mean they understood. It just means they’re saying that because they don’t want to look foolish. So, delegating work effectively means telling people what to do, but asking them how they’re going to do it, and furthermore, asking them what risks they will be facing and how they will mitigate those risks. Second, and this again takes courage because it’s not something we’re used to the A in there is about acknowledging safe work, and this is really key. 

We know from years and years of studies in various fields that people really thrive in an environment where they are recognized, they are appreciated. They’re acknowledged for the things that they do. And yet traditionally, we don’t do that. We just focus on what’s wrong. Now, here’s the problem with focusing on what’s wrong. Many people will say, well, that’s where I need to focus. That’s where the gap is. I need to talk about what’s wrong. The problem is it’s unfair and it’s counterproductive, and it’s unfair because people do more right things. 

They do more safe work than they do dangerous work. And thus, speaking to them always about what they do wrong. What they do unsafely is unfair. And second, it’s unproductive, because if I Eric, I’m your supervisor and I come to you and I correct you, and then I come again and I correct you again, and then I come back and I correct you again. What’s going to happen? The fourth time I come around, are you going to be all happy to see? 

I’m sure I’m going to be thrilled to see you. 

Exactly. You’re going to hate me. So, it’s really important to do that. The next aspect is redirecting at risk work, and that, of course, is important. We need to redirect unsafe behaviors. We need to redirect unsafe conditions, but it takes skill to do that such that you can redirect without offending the other person in a way that not just maintains but actually strengthens their relationship and really has the other person take the message to heart. And finally, the E in the Dare acronym is engaged. And its really what Martin was talking about of generating this learning culture, where there’s this back and forth with the organization and with the people that are really the experts of the work itself, which are the workers. 

So really teaching supervisors to create environments to create conversations where people are willing to engage are willing to speak up. And that’s really what this is all about. So yeah, really passionate about helping organizations upskill their supervisors, because as I said at the beginning, this is really where the rubber meets the road. And if we get this piece right, a lot of good can be done. 

I agree. I think you tied everything together. Edward. I think the element of how a supervisor starts interacting create a safe environment, how they’re coaching links to some of the themes that Martin was talking about earlier in terms of creating a learning organization where people want to put in more discretionary effort towards safety, where we’re constantly learning from what could go wrong, which ties us back to Josh was also talking about conversations and really those coaching interactions. And really the element of how do we start looking at things from a just culture standpoint? 

How do we start removing a lot of the risk and the blaming of the employees, but still continuing to do some of the good stuff around behavioral observations, driving better conversations? And then at the front end when I was talking about really the key element around mental health, wellbeing, really bridging that divide between safety and HR, really addressing some of the impacts around stress and fatigue, and then really the active care and self-leadership. All those key pieces, I think, are really the four core mega trends to focus on in 2022. 

So really appreciate all four of you. Joining me today. Eduardo, Martin, and Dr. Josh great conversation. Great topics to explore and wish you a happy New Year! 

Happy and Safe New Year. 

Happy and safe New Year to everybody. 

Happy New Year everyone, I would say Bonne et année!  

Let’s count down together. 10 – 3, 2, 1 

Fireworks, Champagne, and Happy New Year! 

Thank you for listening to the safety guru on c-suit radio. Leave a legacy. Distinguish yourself from the pack. Grow your success, capture the hearts and minds of your teams. Fuel your future. Come back in two weeks for the next episode or listen to our sister show with the Ops Guru. Eric Michrowski.