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Sleep Science for Safer Workplaces: Wake Up to Fatigue Risk with Dr Nicholas Mabbott

Sleep Science for Safer Workplaces: Wake Up to Fatigue Risk

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“When we sleep, the brain produces tomorrow’s fuel.” Back for another compelling episode of The Safety Guru, sleep expert Dr Nicholas Mabbott returns to explore the fascinating sleep science for safer workplaces and its profound impact on our daily lives. Dr Nick breaks down the stages of sleep, emphasizing how quality sleep fuels our health, well-being, and overall safety. He reveals the dangers of sleep deficits, shares how fatigue impacts workplace performance, and provides practical strategies organizations can use to promote better sleep, reduce risk and absenteeism, and strengthen safety outcomes by proactively addressing fatigue risk. If you’re ready to wake up to the hidden risks fatigue brings and learn more about sleep science and its impact, this episode delivers powerful insights and practical tools to drive meaningful change. Tune in now to discover how better sleep can lead to safer, healthier, and more productive workplaces.

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Real leaders leave a legacy. They capture the hearts and minds of their teams. Their origin story puts the safety and well-being 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-suite. It’s a real topic of daily focus. This is the Safety Guru with your host, Eric Michrowski, a globally recognized ops and 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 to have back with me Dr Nick Mabbott, also sometimes called Dr Nick. He’s a fatigue risk expert. His episode on distracted driving was quite the hit. We’re here for a follow-on conversation with a slightly different twist today, going into a couple of other topics related fatigue. So, Dr Nick, welcome to the show. Welcome back.

Thank you very much, Eric. I really enjoyed the last podcast, and I’m looking forward to this one, too.

So, why don’t you get us back into a little bit about your background and how you got into this space of sleep fatigue and the impact on safety.

It wasn’t the direction that I was attempting to take at the time. At 32 years old, I was a mature middle-aged student going to university to study psychology. My main aim was to just become a general run-of-the-mill psychologist, but I was fortunate enough to have a professor that I did a lot of work with who was in the fatigue and transportation space. He organized a lot of conferences in Fremantle, the International Conference on Fatigue and Transportation, which was heavily attended by a lot of Americans, Canadians, and Europeans. That’s where I really got an interest in the fatigue side of psychology, and then a bit later on, sleep as well. The move into psychology to start off with, I was working as a timber worker for 18 years. At that point, I then had twin daughters, and after five weeks of virtually sleepless nights, I handed my notice in I quit at the timber mill while I could still count to 10, and decided a career move is imminent. Now, after attending a few of those conferences, I got busy doing some work with that professor, writing some journal articles with him, and investigating drug use, or stimulant use, on heavy vehicle routes I went all over WA interviewing long distance truck drivers and found out that the pretty poor reputation they had at that time, I don’t believe was Not as bad as it should be as it was spoken about.

For example, roughly one third of the drivers were using a stimulant, but a lot of that was over the counter, such as caffeine, the things like Red Bull and No Dose and things like that. There were still a few cowboys around who did use some pretty strong illicit drugs, but they have become less over the 28 years that I’ve been doing this. I’m very pleased to say that a lot of the work I’m seeing now in transport, they really have cleaned up the drugs a lot, and they’re doing much, much better on the road. So that’s how I basically got into the fatigue side. After about 10 years of delivering talks on fatigue, I come to the realization that it’s absolutely no value telling people to get seven to eight hours of sleep if I can’t convince them of two things. One of them is that sleep is very important to your life. And the other thing is how to get the seven to eight hours, because as we grow up, we tend to forget how to sleep.

And the first one is interesting because after our last episode, I shared one or two of the stories you had shared, and somebody challenged me saying, I don’t need sleep. I’m good on an hour and a half. I promptly fell asleep in front of me, but it was fascinating. Let’s get into the science of sleep, because I agree with what you’re saying. First, we got to realize that there’s a need for sleep and its impact. But tell me a little bit about some of the science of sleep.

Absolutely. In the last podcast, we spoke about how when we sleep, the brain produces tomorrow’s fuel. A little reminder about that part. And very importantly, for every one hour of sleep, we produce roughly two hours of brain fuel for the next day, which is what keeps us ticking along nicely and if we don’t get enough, well, then the brain will attempt to fall asleep at inopportune times, sitting in a desk, sitting behind the wheel of a car, and so on. But let’s get deeper into the science. When we sleep, well, let me just pre-amp that with the brain with its roughly 100 billion neurons, uses an enormous amount of brain energy every day. And In burning this fuel, it produces a lot of waste products. One of the waste products is microscopic toxins. You can’t see them, but if you do not clean them out with sufficient sleep, your brain will suffer a slight swelling, which will end up in you having a quite serious headache, not that different from having a hangover. Because a hangover headache is a head full of toxins making your brain swell. And when your brain swells, it’s encased in a bony skull.

It can’t go anywhere, so it hurts instead. So, a head full of toxins. And I was reminded of this last year when my daughter rang me up after doing her very first night shift at a hospital where they do not deliver any sleep and fatigue management training. And she said, hey, dad, I did my first night shift. They didn’t tell me about the headaches. What’s that all about? So luckily, I was able to jump on a plane go over and give her some education. And as far as I know, her group of nurses that she works with is one of the very few groups of nurses that have ever been trained in sleep and fatigue management. That concerns me a lot because we put our life in their hands. Some of the doctors work much longer hours than they do, and it’s quite scary.

It’s concerning shifts and patterns Plus, you’re often working a night shift, and in some cases, shifting between sleep patterns.

Oh, absolutely. The days to nights in nursing are too rapid. The change over from day shift and night shift. And the brain just cannot handle that. We are equipped to have a circadian rhythm, which you can alter, but you can’t permanently change. But the quicker you alter it, the more trouble you get into with fogginess and the brain not knowing whether it’s day, night, whether you should be asleep or awake, and so on. Getting back inside the brain, when we sleep, we have a system called the glymphatic system. It’s a combination of billions of glial cells within the brain that have a channel which opens when we sleep, drawing out microscopic toxins and some of these nasty proteins, which is also another waste product. It also gets flushes of cerebrospinal fluid to assist with that process. It drops the waste products into the lymphatic system of the body, which is then filtered and eliminated. So basically, as we sleep, we are cleaning the brain ready to make more mess tomorrow, so to speak. And people will feel it. If they don’t get enough sleep in the night, the next day, they will experience some fogginess in the brain and inability to think clearly and quickly and efficiently.

And basically, it’s just a day of brain fog. So, cleaning your brain out is very important. And now my selling tips for people, when I deliver fatigue training, which is normally a three-hour program, it sometimes goes to four hours to really drive home all these messages. When you sleep in stage one, stage one is not true sleep. It’s a mechanism that the brain puts in place for about seven to 10 minutes to warn the person, you are about to fall asleep, you should choose to go to bed. If you’re sitting on the lounge, your partner might turn around and say to you, hey, you haven’t heard a word I’ve said. And if you go back to your partner and say, well, that’s a funny way to start a conversation, you have been in stage one sleep because your senses are starting to drop out, which includes your vision. Now, worse than that, if you’re in a vehicle, you will feel drowsy, where you will struggle to keep your eyes, you’ll be yarning. You’ll get down the road and you’ll go, wow, how did I get here? I don’t recall the last 10 kilometers. That’s your brain shutting down your senses in an effort to put you to sleep.

And importantly, the brain has a hierarchy of needs. It’s trying to put you to sleep because it needs more brain energy. And its need for sleep is in the hierarchical levels a little bit higher than your safety, which is why people do fall asleep at the wheel, even with a really good effort at trying not to. So, the thing is, when you are drowsy, your brain is incapable of knowing what’s coming next. And most people who have a microsleep will wake up and go, wow, I didn’t know I was asleep. In fact, I hear that at the end of crashes, where someone has crashed, and they’ll say comments like, I don’t know what happened, but I woke up and the car was rolling over, and things like that. So, getting Back to the science side. Stage one is a preparation for you to go to sleep. If you feel drowsy at any point, the best thing you can do is be laying down, because when you hit stage two sleep, that is complete sleep, and you are losing contact with the rest of the world. If you’re in bed, that’s fantastic. That’s where you want to be.

If you’re in a car, you may go off the road for two or three seconds before you even wake up and realize that you were asleep. So, stage two is to be only done in bed. Well, stage one, preferably as well. In stage two, one of the very clever things that the brain does is during wakefulness, we store short term memories. Listening to this podcast, you will gain little bits of information, and you will store that in the hippocampal region of the brain. There’s one on each side of your brain, and it’s short term only. When you get to sleep in stage two, you empty out the hippocampus, and those short-term memories will then travel to the cortex of your brain and will be logged as long-term memories. This is part two of learning, and it’s very important for parents to know that their child’s sleep is incredibly important for their learning at school. And if you go back a couple of decades, a lot of children were wrongly diagnosed with ADHD because they were poor sleepers. And Children who are poor sleepers cannot remember things. They cannot lay down memory. They’re not getting enough sleep, and they have trouble with their behaviors because of the emotion regulation associated with deep sleep, which is the next phase of sleep.

Once we’ve done stage two, we move into deep sleep, and I call this the health and wellness component. When we’re in deep sleep, as long as we eating reasonably healthy and we have good gut health, none of these things are stand-alone items. Everything is in combination. Thirty minutes of physical movement every day, and especially walking, very good for your gut health. Eating the right food is good for your gut health, which is in turn good for your mental health because we have billions of neurons that extend from your brain into your stomach and can actually sample the food. And the best way to test that theory is to go and get yourself a really greasy pizza or burger or something, consume that, and half an hour, your stomach is going, really? What were you thinking? I feel horrible. So, if you are eating healthy, and let’s just focus on good servings of veggies, bit of fruit, and a handful of protein with each meal. Nothing crazy, no special diet, eating healthy. And there is nothing that can really be a good healthy Mediterranean diet that gives you good gut health, good sleep health, and everything’s interconnected.

And with that as a baseline, in deep sleep, your brain will produce, well, your body will produce serotonin, which will flood your brain. At that day, not only will you be quite happy, but you’ll be very resilient to things that go wrong. And a lot of people have a lot of things go wrong on a daily basis. How they react to that occurrence, maybe like driving on the freeway where everything’s backed up and you are concerned, you’re going to miss a plane and things like that.

Sure.

You can either get really grumpy and do stupid things like drive down the emergency lanes at 100 KS an hour where you shouldn’t, or you can go, okay, well, I’m just going to call ahead and let someone know that I may miss this flight and be better organized and things like that. In the workplace, it’s how you address your colleagues. In your personal space, this becomes a very important part of your mental health. And I have a lot of mental health colleagues around Perth that I can’t say I work closely with, but they use my YouTube series called The Wonder of Sleep, which has 22 short videos in it regarding how to get good sleep. And they show that to their clients to help them get better sleep, better deep sleep, more resilience, and that helps them with their mental health growth. Sure. An incredibly important part of your sleep is to produce the production of good serotonin to give you a fantastic day. And those days that you walk around with a bit of a spring in your step and a big smile on your face and people wonder what you’re on, I often say, I’m on sleep.

And with that comes a good dose of serotonin. I remember a gentleman in a training course yelling out one day, Can I get a supplement for that? And I said, Well, you can. It’s known as an antidepressant. Not sure you want one of them because of the stigma attached. But if you want more serotonin, take a walk in the sun, synthesize some vitamin D with your skin, eat well, sleep like a champion, and you’ll do the best that you can for your mental health in that side of things. Now, also in deep sleep, human growth hormone, any damage to your body from injury, from illness, human growth hormone will fix as much as it can overnight. And important to understand that, for example, if you’re an Olympic athlete, and you just work so physically hard, you might not need seven-and-a-half-hour sleep. You might need up to nine hours. For example, Usain Bolt, fastest man on the planet, would often sleep nine hours. And then before an afternoon meet, he might also have a 20-minute nap. And the benefits of that, I mean, his This whole day of work is over in under 10 seconds, and you’ve got to get absolutely every step right.

So, I mean, if anyone is going to promote great sleep, Usain Bolt and others are very much like him. I’ve trained some people in athletics WA, and these are the 19, 20-year-olds quite often who get on a plane fly to US or Europe, so the other side of the planet, and they will perform well for two days if they have three good nights of sleep in a row before they get on the plane. That is the build-up of this human growth hormone and the resilience to put up with, Hey, I’m 12 hours behind here, and things like that. Now, also in deep sleep, this one is incredibly important. Anyone listening to this, tune in. With the human growth hormone, we get a release of the hormone insulin growth factor I. This hormone gets into every cell of the body, it promotes the perimeter of the cell to become more permeable to glucose and insulin. And then when we eat food, we convert it to glucose. A little bit of help from insulin, it gets pushed right through the whole body, absorbed into cells, and converted into energy. And when that happens, you are having a good day, and you feel energized.

Now, when you don’t get enough deep sleep and enough insulin growth factor one, what happens is the cell walls will toughen up a bit and become impermeable to glucose and insulin, and that cell then becomes glucose-intolerant. And a lot of people have heard that term, but they don’t know where it come from. If your body is largely glucose is intolerant, then anything you eat that day will get converted to glucose. It will travel through your body. And because it’s not used, it will then be converted to glycogen and stored as fat. And studies all over the world have shown that as society reduces its amount of sleep, that same society increases weight. I remember back in 2005, so 20 years ago now, I did a study on crashes on the way to and from coal mines in New Wales of Australia. Sure. Interestingly, and this is something I see all across mining because of the reasonably long hours, because of the shift week, and because a lot of people don’t really put enough focus on sleep, the body mass index of miners is slightly larger than the general population. For example, at that time, the general population of New South Wales, 66 % were overweight and obese, but in the mining sector, that was 77 %.

And in the year 2000, 15 years later, that number had increased to 81 %. Now, that particular population generally work a 12-and-a-half-hour shift, but a lot of them live an hour to an hour and a half drive each side of that. So, they can have a 15 hour a day driving to work, working, and driving back home, which only leaves you nine hours to get home, greet the family, do everything you need to do, and try and push out seven and a half hours, which generally they do not do. Usually, it doesn’t. They will live on six hours because then they see their family, and they still sleep, and they think that’s okay. But the build-up, unfortunately, does cause a lot of crashes, does cause a lot of illness. The only thing that we can do about that is to either move closer to the mine, or, as I jokingly say to the mine owners, move the mine closer to the Coast wherever the mine lives. Not going to happen.

A little bit harder to do.

Just a bit. Moving a hole that size is a bit hard work.

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So, deep sleep is incredibly important because it sustains your mental health and your physical health. And there was some great work done by Dr. Eve Van Korter from the University of Chicago in 2004, where she got a group of 22-year-old males who were fit and healthy and had perfect blood sugar levels. For six nights, she cut their sleep down to four hours a night to see what would happen. And after six nights, their blood sugar levels went from five millimoles glucose per liter of blood to six millimoles, which is now prediabetic. In less than a week, we converted perfectly healthy people into prediabetics.

And that was- Just by cutting sleep.

Just by cutting sleep, nothing else. They exercise, they ate healthy, they just lost four hours sleep a night, roughly. So, at the end of that week, they had lost a total of 24 hours of sleep. But then they were told to go home in free sleep. They still recorded their sleep, and they averaged 9. 3 hours of sleep for seven nights in a row, thus paying back 13 of the 24 hours of sleep they missed. And back then, we had a belief that you cannot pay back sleep. But what we realized through there was by paying back just over half of the sleep they missed; they got all of their health back. They went back to not diabetic at all.

Interesting.

And what I tell a lot of people in workplaces, and this, again, is incredibly important, if you work shift work or if you think it’s okay to sleep on six or less hours of sleep, please get tested for your blood sugar levels at least once a year. And when you get that test, you get the three-monthly average to make sure that you’re okay. The finger prick test will only tell you what’s happening right now. But the three-monthly average will tell you if you’re healthy, prediabetic, or terribly diabetic. And I’ll give you a case later on where someone just didn’t know how unhealthy they were, but we managed to fix that person through technology. So, yeah, deep sleep, health and wellness. And then towards the end of your first cycle of sleep, which is 90 minutes, you do a little bit of rapid eye movement sleep. Second cycle of 90 minutes, you do a little bit more rapid eye movement sleep. At the end of the third cycle, you start doing larger amounts of rapid eye movement sleep. And that’s where the brain goes from being quite inactive in deep sleep, which is a flood with hormones, is into becoming incredibly active, sorting out your problems, concerns, worries, anxieties.

And I was at a conference just two weeks ago in Sydney, and I was saying all my fellow presenters would have woken up at four and a half hours after going to sleep thinking about, have I got my presentation right for today? And all around the room, you see people going, how did you know that? Where were you? Importantly, in rem sleep, I’m not sure of the mechanism. This is the one thing I don’t know, and we need to study it a lot more. For some reason, the brain is capable of rehearsing what we need to do to get through tomorrow safely and efficiently. For organizers, for example, they will wake up thinking, I can’t forget to do this tomorrow, and they might write it down, or they might think, oh, I did forget this today. Now I’ve got to go and fix that tomorrow. But I also remember, especially with When I worked in a timber mill, rehearsing what I needed to do to keep safe around some of those sores. And it really did pay off because I can count to 10, unlike some of my colleagues. And when you don’t get enough rem sleep, your brain is capable of making silly mistakes.

And that’s the thing I think we really should study a lot more, and it would be quite easy to study because all you need to do is set a person up with EEG monitoring. And when they get to rapid eye movement sleep, just give them a little nudge and maybe wake them up out of that. I know that will disturb their sleep. But if they don’t get any rapid eye movement sleep, and then just see how well they go on cognitive tasks the next day in a safe environment, of course. But let How do you put this in layman’s terms. Unfortunately, some people who don’t get enough rem sleep the following day will have brain farts, which is where they just make the silliest mistakes and they go, Where the hell did that come from? And this happens on the road. It happens in workplaces. And it causes those incidents where people shake their head and go, Wow, you’re an idiot. Why would you do that? Well, no one is an idiot. No one really wants to get hurt on the road or at work. But they just don’t realize that if you cut down rapid eye movement sleep, and all you have to do is cut your sleep down to five or six hours, and you will miss out on big chunks of rem sleep and be quite…

Well, you will produce incidents the following day, whether you like it or not. You may or may not notice it.

You’ll be much more error prone.

Yeah. You will trip over things that you normally don’t. You will put your hands where they shouldn’t be and bump into people on the road and things like that and go, wow, why would I do that? So that is incredibly important. Now, let me explain the way that your cycles work. You do 90 minutes cycles, and you encase all of those stages within those cycles. In a perfect sleep of seven and a half hours, which is five cycles, you will do roughly two hours of deep sleep in the very first half of your night. You’ll do roughly two hours of rapid eye movement sleep towards the end of the back half of your sleep, and the rest is bolstered with laying down memory and things like that. Now, as soon as you cut that seven and a half down to six, which is five cycles down to four, that last cycle, which is mainly rem sleep, is missing, and tomorrow, you are error prone. And then the next night, and this is what is incredibly fascinating, the brain, the The following night will go, Hang on, we need more rem sleep. And instead of getting deep sleep at the start, it will go into what we call rem rebound, and it will make sure that you get your rem sleep before your deep sleep. 

And then if you still only get six hours, you don’t have enough time to catch that rem sleep, the deep sleep at the end. Sure. And so that day, you’ll wake up, your glucose-intolerant, You’ll put on a fraction of weight that day, and you’ll increase your blood sugar levels. And because of the lack of deep sleep, you’ll be grumpy, not resilient, and your blood pressure will increase. So that’s the problem with thinking six hours is okay. Every second day or every second night, you’ll get more deep sleep than rem. And then the next night, you’ll do the rem rebound and not enough deep sleep. And that keeps chopping and changing because the brain takes what the brain needs. Whenever I do a six-hour sleep, I will always follow that up the following night with just under nine hours to pay back that little bit that I missed. Sure. And the next day, I’m fully caught up with all of my mental and physical health intact, and it’s just a great way to live. I guess that covers most of what the sleep deficit will do to a person, health and wellness or safety. Either one will take a hit depending on the day.

What organizations can do is supply good training. And when I say training, I’m guilty of years ago, supplying fatigue management training, which is going in saying, you need seven, eight hours of sleep, and this will keep you safe, and things like that. But then I slowly transitioned into this is how important sleep is, this is how you get perfect sleep. And I’m going to tell you something right now that has changed the lives of literally thousands of people. I have trained more than 34,000 people so far, mainly in mining. I would love to do more in health.

Sure.

But I have a theory which is basically 16 hours and 10 minutes after you wake up in the morning, your brain will get its first small dose of melatonin, which can have you asleep within five minutes without even trying. Sure. 6, 10 hours and 10 minutes, it is a first dose of melatonin, which after 10 minutes, tends to withdraw. And again, this needs research. Because if you miss that first sleep wave, even by a few minutes, we all know it takes at least an hour to get to sleep. That’s a great example is when your partner taps you on the shoulder, you’re watching TV, and they say, hey, wake up and go to bed. And you get up and you go to bed, and you can’t sleep. And that’s because you’ve missed that first… Well, you use that first wave, but then you wake up. You’ve got to wait at least another hour for the second wave, which comes around about 17 plus hours after you wake up. And that first dose of melatonin is only small. Use it wisely. 6: 00 wake up for me this morning, 10: 00 past 10: 00 tonight.

I’ll do a series of two or three yawns. I’ll be in bed. I’ll be asleep by 10: 00 past 10: 00. And people go, I’m envious. Well, sit in one of my training sessions and learn what to do, because that 6: 10 hours, 10: 00 rule works an absolute charm.

What about somebody who’s working? You mentioned before in mining where it’s essentially a 15, 16-hour shift, right? When you do your 12-hour shift plus you’re driving. What if your shift, because there’s some industries where I’ve seen definitely in health care, the shift can be 16 hours.

Incredibly important that maybe you do one of them and then you say to your employer, I cannot do two in a row because I will be dangerous on the road and in the workplace. I have said that to some employers that have wanted me to do a day shift and then a night shift, only four hours a time. But if I knock off at, say, 11: 00 PM, I’m not going to get enough time to get up and be at work for 6: 00 AM. Sure. And I’ll say to people, I practice what I preach, and I will not do that. I will not put my own life at risk on the road. There was a group that actually did a survey after my training sessions, four months after the training sessions, to see if they got any improvements in sleep from hearing this information, and mainly the 16-hour, 10-minute rule. I also spoke about sleep maintenance insomnia, where you wake through the night, have trouble getting back to sleep. That one there, just for all the listeners, try and get back to sleep for 10 minutes. But if you can’t get out of bed, read a boring book until you feel sleepy enough to get back to sleep.

Because if you lay there awake for more than 10 minutes, your brain literally thinks Bed is for being awake, and that causes sleep maintenance insomnia. That normally takes about four to five weeks to rewire your brain. Bed is for two things only. One of them we won’t talk about on the podcast, but the other one is sleep only. The results of the survey at this mining place, the four-to-five-hour group of sleepers went down by 70 %. They all lifted their sleep. The more than seven hours of sleep every night group increased by 52 % just by going to bed at the right time.

Sure.

That’s how important that formula is, 16 hours and 10 minutes. On night shift, again, there’s a few other tips and tricks you can do, but the most important one on night shift is before you go to bed in the morning, have a nice bowl of low glycemic index porridge and add some berries and things which are high melatonin. And that way, when you wake up to go to the toilet after 4: 00 four and a half hours when your brain gets into rem sleep and says, How’s your body? Oh, blah, blah. If you keep your eyes closed and go to the toilet, keep your eyes closed, go back to bed, because you’ve still got carbs slowly released in your body, you will not wake up hungry, and you can go back to bed and get more sleep. When I introduced this, they said, really? You want us to swap making an egg for porridge? Well, surprisingly, they tried it, and the increase in the more than seven hours of sleep everyday group, up by 61 % from eating porridge instead of bacon and eggs. Those numbers blew my mind. I thought, wow, they tried it.

In fact, the camp where they were staying, they went from half a pot of porridge every morning to two full pots.

Oh, wow.

And they increased- No bacon eggs. Well, just less bacon and eggs. I did say, look, if you’re a diehard fan, you can have your porridge and then a little bit of bacon and eggs on the side, if you must. It’s not going to wake you up. But that’s what an organization can do to increase both the performance and safety performance, and also things like absenteeism of people is to just really give them good training. And in the training area, you do get what you pay for. Some people will just come in and say, get eight hours of sleep. Other people will say, this is why you should get eight hours of sleep, and you should help them get it. That can make an absolute huge difference to the workforce. I work group also needs a fatigue management plan so that their rosters all fit in well. They’re well considered and well discussed. I also like to have what I call a sleep improvement program because one of my colleagues from the US, Rich Hanowski, in 2003, at the very same time, I was producing a report. Both of our reports What showed that 20% of the organization will produce roughly 80% of the fatigue errors.

And what I said to this group that I was working with, if you can get that 20%, half of them will probably have undiagnosed sleep apnea, which we can fix very quickly. And the other half will need some sleep coaching, which I do. And within months, we were fixing up that 20 %. One of the gentlemen, they fitted eye detection technology in the truck. And in one night, he had 27 microslips. He Obviously, the next morning, we had some words with the supervisor who should have got him out of the truck, but the driver convinced the supervisor that he didn’t really fall asleep. It was the technology error. It was glitchy. Which it wasn’t. It was 27, he might have got to sleep. Anyway, we tested him. He had severe sleep apnea. On top of that, he was terribly diabetic and didn’t know it. He also had severe sleep, high blood pressure, sorry. He was possibly only going to maybe live another 10 years. But they got him a CPAP machine, continuous positive airway pressure, to treat the apnea. I gave him some coaching on how to use it well and how to get good sleep.

That man, a year later, has lost 25 kilos. He’s no longer diabetic. He is no longer having problems with his blood pressure. They have possibly added 15, 20 years to his life by intervening on his sleep errors.

Very interesting. Now, those are pretty amazing elements because when you think about it, a lot of organizations, as I mentioned, this one person I was talking to who thought an hour and a half is all he needed per day. He convinced himself that he was superhuman and had super abilities compared to others. But I think this element of understanding the impact of sleep, we know that sleep has significant impact in terms of serious injuries, fatalities. You talk about in the last episode around distracted driving and the impact there. We know in aviation as well, there’s been quite a few incidents where some impact of sleep impacted. There was a plane crash near Buffalo where both pilots apparently had very limited sleep. One had flown in a nightery the night before, and the other one had slept on a bunk at the airport instead of getting in a hotel room. So, you’ve got all these different impacts that have serious consequence. We know we make more mistakes, yet we have shifts in some organizations that don’t allow for proper sleep. We often don’t train on sleep. And it’s an odd report for a business because I can’t control what you do in the bedroom.

No, that’s wrong.

I remember one executive I was talking to, he says, I can’t install sleep machines in all my employees’ bedrooms. You absolutely can’t. But what you’re saying is essentially you can train people, get them to understand the need for sleep, understand how to get better sleep, to have better impacts.

Absolutely. That is probably the best thing any employer can do for their workforce.

Any closing thoughts? Nick, it’s been great to have you back on the show. I know last time we were very focused on the distracted driving side. Here we went much deeper in terms of why sleep’s important, how it impacts our health, our well-being, the choices, the decisions, the actions that we take, and how we can address it. Any closing thoughts?

Well, I will deliver the same closing thought that I do in every class. Eat well, move often, sleep like a champion, and be the best version of you that you can possibly be. And as soon as you do three days in a row of really good sleep, that’s when you really notice, wow, this is incredible. And that is my challenge for people. Do three nights in a row, seven and a half, half hours, and wake up to really enjoying life. It makes a huge difference.

Sleep like Usain Bolt. Is what you’re saying? Yes. And then you can be Usain Bolt. Maybe not.

Yeah, absolutely. Don’t sleep like a baby. They often wake up.

And if somebody wants to get in touch with you, what’s the best way to do that? 

Probably the best way… I mean, you can go to my website, but look me up on YouTube for four webinars, five podcasts, and 22 short videos that you can share with your family. Please look up, if you’re going on holiday, my top 10 tips for safe holiday driving and enjoy your holiday instead of having a catastrophe. Please. Excellent.

Thank you so much for joining me again.

Thank you for having me, Eric. I really have enjoyed these two podcasts. Thank you so much.

Thank you for listening to The Safety Guru on C-suite Radio. Leave a legacy. Distinguish yourself from the past. Grow your success. Capture the hearts and minds of your teams. Elevate your safety. Like every successful athlete, top leaders continuously invest in their safety leadership with an expert coach to boost safety performance. Begin your journey at execsafetycoach.com. Come back in two weeks for the next episode with your host, Eric Michrowski. This podcast is powered by Propulo Consulting.

ABOUT THE GUEST

Dr Nicholas Mabbott is a Fatigue Risk Management Specialist with over 28 years of experience in sleep and fatigue risk management. He has provided sleep and fatigue management training and education to over 34 thousand people from a wide range of industries. He is based in Australia and flies to many destinations, delivering the latest and most pertinent information on sleep and managing fatigue. While others tell employees to get eight hours of sleep, Dr Nick educates people on the benefits of sleep and how to get the best sleep possible, and which is appropriate to their rosters. Feedback from a Vice President of Safety and a Production Manager at one site mentioned the incredible improvement in employee happiness in the workplace. Dr Nick has also been successful in returning full sleep to people who have had sleep disorders that have reduced their sleep to as low as three hours a night.

He has a YouTube channel called “The Wonder of Sleep” with 23 videos and has recently joined with some awesome musicians to form the artist “Sleep Weaver”. Sleep Weaver has developed a sleep meditation playlist and an alarm playlist called “Wakey Wakey”. These are available free of charge on Spotify and Apple apps. On the YouTube site, you can find more by searching for Dr Nicholas Mabbott, and you may find four webinars and five podcasts.

His recently published book, “The Wonder of Sleep: Beyond Midnight,” is a compilation of 27 years of learning about sleep and the benefits people get from appropriate sleep. The book challenges road safety professionals and sleep scientists to examine and test new theories on better managing sleep, workplace safety, and road safety. It also provides simple and practical steps to finding great sleep rhythms and living the best life possible.

Email: [email protected]

Web: www.beyondmidnight.org

LinkedIn: https://au.linkedin.com/in/drnicholasmabbott

YouTube Channel: https://www.youtube.com/watch?v=Rry–BS3y44

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Fatigue Risk Management: Strategies for a Safer, More Productive Workplace with Andrew Moore-Ede

Fatigue Risk Management: Strategies for a Safer, More Productive Workplace

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In this must-listen episode, Andrew Moore-Ede, a global expert in Fatigue Risk Management, shares groundbreaking insights on tackling fatigue in the workplace. Andrew uncovers the root causes of fatigue, reveals objective tools for proactively measuring and mitigating it, and explains how optimizing shifts can enhance safety and productivity. His actionable insights not only protect your team but also boost well-being, reduce operational risks, and drive performance. Tune in for valuable takeaways on managing fatigue risks and actionable strategies to create a safer, more productive workplace!

READ THE EPISODE

Real leaders leave a legacy. They capture the hearts and minds of their teams. Their origin story puts the safety and well-being 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-suite. It’s a real topic of daily focus. This is the Safety Guru with your host, Eric Michrowski, a globally recognized ops and 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 to have with me Andrew Moore-Ede. He’s the President of circadian, a research and consulting firm that looks at an incredibly interesting space around people that work extended hours, shift work, and all the above. Andrew, welcome to the show. Really excited to have you with me.

Oh, thanks so much, Eric.

Very happy to be Andrew, first, I think we got to talk about how you got started in this space, because this is an incredibly fascinating, important space, because everything around fatigue and how that plays in to workers and safety is huge.

Yes, very much so. In some ways, I have a unique perspective of that it is a family business. My father actually founded circadian. My bedtime stories were about shift work operations and sleep and learning about all principles from a young age. My father’s story is a very interesting one. He was a shift worker. He was a doctor working 36 hours shifts, a schedule that he would never recommend, we would never recommend. But he tells these stories of working 36 hours shift, getting a 12-hour break, doing another 36 hours shift. Oh, my goodness. Typically, he does three of those a week. He tells some very scary stories about being in an operating room with the scalpel hand in having one of those microsleeps, literally falling asleep above the patient and then waking up. Wow. Reading his notes the next day and being like, this is gibberish. This does not make any sense at all. That got him very interested in this perspective of fatigue, realizing we live in this nonstop 24/7 world and trying to understand what are our human limitations in our nonstop 24/7 world, and also recognizing, Hey, there are times when I feel pretty good, even though I’ve been on my feet for 30 plus hours, and there are times where I consistently struggle.

So, he had already at that point been to medical school, was a doctor, doing his residency. I don’t know what my grandparents thought about it, but he said, you know what? I want to go back to school and study sleep and fatigue and circadian rhythms. So, he went to Harvard Medical School, got a PhD in a field that really didn’t exist at the time, studying sleep and circadian rhythms, has an interesting story about defending his PhD thesis and realizing, I know much more about this than the professors that I’m teaching. And so, defense his PhD, they say, hey, would you like to join the faculty of Harvard Medical School? This is really interesting research. We think you’d be a valuable member of the community. So, he spends the next 5 to 10 years really in a lab studying circadian rhythms, doing studies with both human subjects, animal subjects. And later, he gets contacted by a mine that is running. Six months a year, they run 24/7, and six months a year, they just run day shifts. And they say, we notice when we run 24/7, we have a lot more safety incidents, our productivity numbers go down. 

Our KPIs are all bad. Is there anything you’re learning in your lab that might help us out here in the real world, Professor? And so, he said, Oh, that’s interesting. I’m actually going to be heading your way to attend a conference. Why don’t I swing by, and we’ll spend an afternoon together. And so, he observed, all right, they’re working these shifts that rotate backwards, where they’re going from night shift to evening shift to day shift, which are against circadian principles of moving forward. He noticed, hey, have you ever provided any trends Training on sleep and managing fatigue to your staff? And they said, no, no, we haven’t done all this stuff. This sounds great. Have you done this with lots of other people? And he goes, no, I’ve never done it before, but I’d love to try with you guys. And they said, all right, let’s give it a He spent about six months implementing these biocompatible shift schedules, doing fatigue training, evaluating other circadian principles in the workforce. Over the next year, they had some remarkable things happen. They saw their safety numbers improved dramatically. They saw productivity go up dramatically. As part of this, they agreed to let him publish the paper.

I believe he published it in a very prestigious scientific journal. I can’t remember for which one. So, he said, that was an interesting year of my life. Now I’m going to go back to my lab. It gets picked up by the Wall Street Journal. It gets picked up by the New York Times. Next thing he knows, he has Good Morning America saying, hey, could you come to New York and do a five segment on this. He does it, and he literally talks about going back to his lab at Harvard. It’s about 1983 at this time, and his phone is ringing off the hook, and it is half the Fortune 500 saying, hey, can you do what you did for that mind at our 24-hour operation. That was the light bulb moment, oh, there is a real need for these safety and health services for our shiftwork world. That was the birthplace of Circadian. Interesting. Over the past 40 years, I’ve been there for over 20 of them. We’ve worked with pretty much every type of industry you can imagine that runs extended hours shift work. So, everything from airlines to manufacturing to power to emergency services.

It’s a fascinating world. I know for me, I always wanted to be in a job where I’m actively helping people, creating a better environment, a safer environment. I spent some time working in a sleep lab, which is interesting, learning firsthand, experiencing shift work and studying sleep. I spent some time also working at a biotech company after college, actually studying aging and studying people that live I lived to be 100 or older. And eventually, I worked my way back saying, you know what, dad. Actually, I might take you up on the offer to learn the family trade. And so, I started that about 2004-ish and been there ever since.

Interesting. Fascinating. So, let’s touch on the impact of fatigue in the workplace. You covered a little bit in terms of the 36 hours chefs. It’s well covered that there are risks associated with this type of work. Tell me a little bit about how fatigue impacts a workplace.

Yeah, so it’s interesting. It impacts in many different ways. When we start to look at the individual, we say, all right, what is fatigue? Really, fatigue is a classic form of impairment of Physical and mental impairment, of physical and mental impairment. It has many different causes. We think about sleep-related, the quantity of sleep that you’re getting, the quality of sleep you’re getting, the hours that you’re working, the number of hours you’ve been awake. What happens is when we start to get fatigued, as we see a lot of physical impairment things. We see our reaction times are slower. Our coordination is not as good. We see more slip trips and falls. We just feel like we have less energy. Our battery is low. Everything’s a little bit harder, more difficult. Mentally, too, we see some very interesting things. We see a loss of cognitive and reasoning skills. One of my favorite experiments is also when it comes to risk-taking and judgment. When we perceive risk differently when we are tired. A classic example of this is they’ve actually done research where they have people play poker, and they see, how do I play poker when I’m alert versus when I’m tired?

This is something casinos are well aware of, Eric, so what they see is that when you are tired, you don’t perceive as much risk. You have less fear of consequences. You are more likely to say, you know what? Normally I would fold, but I’m feeling lucky. I’m going to go for it. You take more risks and also the fear of consequences, when something bad does happen, it doesn’t impact you the same way. You don’t take it as hard. You say, oh, last too bad, and you quietly walk out the door of that casino. So, as I mentioned, the casinos love it because you’ve got someone that’s going to take more risk, gamble more money, and when they lose, they quietly walk out the door, as opposed to if you’re fully alert and you lost your money, you might be much more animated, frustrated. We see some classic incident, we When we look at incidents and accidents and we say, all right, what happened? What were the causal factors? Sometimes we’ll see examples, we’re talking about aviation, where you have extremely well-trained pilots, and you start to look at it, and they totally deviated from standard operating procedure.

You start to say, oh, this was a severely tired person. They skipped step two and three and went straight to four. That’s a classic sign. What ends up happening in an operation is that it can impact at many different, so we’ve actually quantified this risk on an individual level at about $15,000 per an employee. So, we see productivity is a huge issue. That typically We see that even looking some really interesting research, looking at 24-hour operations, manufacturing environments, same equipment, same staffing, and they typically have a 10 to 15% productivity deficit at nighttime. And the only explanation is that everything is standard. The machine doesn’t care whether it’s 3 AM or 3 PM, but the human body, the human machine does care. It’s a little bit slower, less productive. We see some of these productivity type of things happens there.

Fascinating. And so, this is even when you have proper rest, it’s just working through the night.  

That’s right. Certainly, there are countermeasures, and through training and education, you can do it, but there is a natural dip in our in our alertness and attention. We see it in 24-hour rhythm, circadian rhythm. Even during the daytime, we know the post-launch dip is a real thing. We see people get tired. We know there are a lot of energy companies that have made a lot of money promoting that 2: 00 PM feeling. On the night shift, too, we know that, especially in those pre-dawn hours, 3: 00 to 5: 00 AM, we see a significant decrease in performance. We see a significant rise in incidents and accidents. And it’s not as simple as saying that someone just fell asleep on the job. That has happened, don’t get me wrong. But oftentimes we see all those things, the feeling sluggish, their lack of coordination, thinking, reasoning. Communication skills can also become diminished as well. So that you might ask me a question. If I’m tired, I’m saying, oh, I’m sorry, Eric, could you ask that again? It didn’t quite click in my brain. So, all those things can contribute to that.

And how can you measure potentially, you talked about impairment, and you talked about the impact. Is there a way an organization can measure how am I doing?

Yes, absolutely. That’s the, I say, million, but in this case, maybe billion-dollar question. That’s something that we often try to strive to work with companies, and how do we create metrics so you can understand this? There’s a very famous business management quote, if you can’t measure it, you can’t improve it. That’s I think Peter Drucker said that. Yes. That’s the thing we say is, Andrew, we know people are fatigued. We see it. We just intuitively can see it on the faces of people. We see some metrics, but we don’t have a good way to measure it. Some tools that are developed are both some objective tools and then creating a fatigue scorecard. One thing that are very interesting are these biomathematical fatigue risk models. Essentially, what you can do is you can take work schedules. It can either be a paper schedule. It can say this person normally works from this hour to this hour. Many operations have clock in, clock out systems that are tied to payroll systems. And by doing that, we can run it through these models. It can factor in things like commute times, are people usually working within 30 minutes of the workplace?

Is it a 90-minute commute? Is it a two-hour long commute? And then the model will start to build in sleep opportunity. And so, we’ll say, all right, here’s when you’re working, here’s your sleep opportunity. Is it consistent? Are you rotating from days to nights, days to nights? And so that will negatively impact the quality of the sleep and the quantity of the sleep. And then it produces a score from one to 100. And so, to give you an example of this, bankers’ hours. So, someone working Monday through Friday, 9: 00 AM to 5: 00 PM, they typically score a five. You’re classic 24/7, four-cru operation where everyone’s averaging about 42 a week to cover 168 hours a seven-day week. They’re scoring in the 40s. What we’ve seen by entering in millions of hours of work data is when the store starts to creep up to 56, that’s a very significant number, we start the rates of incidents doubles. So, OSHA recordables, doubles. Osha recordables, DOT recordables, safety metrics. Then it starts to take almost like a hockey stick curve of risk. So, all of a sudden you get up to 60 and it might be at a five risk.

And then it comes, it climbs to the point where sometimes we’ll see, all right, did you know this employee is about 60 times greater at risk of having an incident or accident than this employee here? Wow. And we’ve even… So, we’ve done projects were just by looking at that and we’ve looked at incidents within. We’ve got millions of hours of data and incidents to build into the model, but we’ll actually look at different operations and look at different tasks. We’ll say, all right, a driving task, we’re seeing the risk curve raises at this number, whereas for this task, it raises at another number. We can try to create customized fatigue risk profiles for operations. Then that becomes a very informative tool for how they schedule their people. They can say, all right, Eric, you’ve got a thousand people that you’re scheduling. You can quickly see, who are my most at risk employees today? Who are the most at risk employees tomorrow? You can start to say, all right, should we schedule these people differently? Is there to mitigate the risk? Should we check in on them? We can understand what the level of risk is and put countermeasures in place.

That is a very effective tool at looking, especially at both individuals and large groups of populations, to get the temperature of the operation to see how many of our employees are at a high-risk level and then start to proactively try to change our scheduling practices, put in rules in place. All right, once we get to this level, we’re going to have a check-in with the employee and be like, Eric, how are you doing? Let’s look at your work schedules. Do we need to change tasks? Is there anything we can do to make this a safer operation for you? Fascinating. Then there are other objective tools. Some we’ve seen that are maybe better at capturing acute fatigue. So, there are things like reaction time tests, which we see have been very good at capturing both fatigue-related impairment as well as other forms, drug and alcohol impairment as well, where if I’m a manager and I say, Eric, Eric, how are you feeling? Are you okay? Could you take this one-minute iPad reaction time test and just to see how you’re doing? And so, what you can start to do is if you have someone take it enough times, you can start to build a profile for them and you can start to detect if there is some type of impairment going on.

This is taking hold because some of the other assessment tools out there that they use in aviation often is a subjective testing. All right, on a scale of one to five. Are you five, fully alert, wide awake? Are you one, barely keep your eyes open? And pilots, airline pilots, know what? If I say I’m a three, they’re not going to let me fly. So, I’m going to say I’m a four or five. Or sometimes maybe they legitimately are tired, and so it becomes a bit there. But this is a way that you can’t really game the system if you’re doing reaction time test. If I’m tired, I can’t really sum the energy up to improve my score. That tool can be used not necessarily as a red light, green light tool, but as a way to have a conversation. We also see some public safety type of task in transportation, bus drivers, truck drivers as a tool to assess are they fit for duty to perform their job? Then, I mentioned the fatigue scorecard. Other types of things that can be really powerful and easy to do, quite frankly, is to capture, all right, in the past month, how many times did you have an employee that worked an extended shift?

You can change the number, but oftentimes, let’s say you’re running 12 hours shifts, you’re okay. Maybe occasionally that goes to 13 hours because there’s a shift handoff. I need to tell you, hey, Eric, here’s what happened on my shift. Here’s things to keep your eyes on. But then really, we shouldn’t go over 13 hours. So how often are your people working more than 13 hours shifts? Sure. You can see the number of it, and you can start to normalize it. How many times per 1,000 hours worked did this happen? You can say, how many times did people have a short turnaround? Normally, you should have a 12-hour break or a How many times did people have an eight-hour break or less between when they left the plant and then they came back? Then we know if you only have an eight-hour break and then you throw in your commute in showering, saying hi to your family, your opportunity for sleep is Sure. Those are also things at a high level. If I can create a fatigue scorecard that we eventually will try to make go up to the highest levels of the operation. If I’m a COO of an operation, I can look at each facility and say, what are my fatigue scorecard?

How are we trending? Are we getting worse? If it’s trending in the wrong direction, that could be a sign that there’s staffing issues, that something’s going on that needs to be addressed. It’s seeing that iceberg and ahead of time so you can start to plan and improve the operation and make it a safer one.

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.

It sounds like, obviously, the shift optimization is a big lever. I know I was talking to a CEO a while back, and one of his comments was, I can do things on my end in terms of shift scheduling, capping number of hours, but I don’t control when you go to sleep, I have no idea. If you’re getting the right level of sleep, how long your commute is to go home, because I remember I was talking to somebody who is in public transportation, and their commute was two hours each way. If you arrived at 4: 00 AM, was the end of your shift, you have very limited opportunity to sleep, even if it is maybe an 11-hour period. It’s very limited, and this assumes you fall asleep when you need to.

Yes, absolutely. That is a big thing. There’s this idea of, is fatigue, is it up to the individual, is it up to the company? Really, it’s a joint responsibility. Yes, you can’t tuck your employees into their heads and make sure they’re going to sleep. But what you can do is provide them with the tools and education. One thing we definitely recommend that surprisingly is most shiftwork operations don’t do is provide education and training to their workforce on managing fatigue, sleep, and a shift work lifestyle. So, we’re emphasizing, why do we care about fatigue? So really sell the case. Here’s why on an individual level, you should care about fatigue. Here are things you can do to improve your fatigue. We know a lot of people say, I would love to get better sleep, but coming off a night shift, it’s really hard. We know the average shift worker, night shift worker, coming off a night shift only sleeps about 4. 8 hours, which is a deficit. So, what we say is, all right, well, let’s talk about that. All right, let’s talk about your sleep environment, your bedroom. What can we do to make it conducive to sleep?

What are things you turn off the lights, your head hits the pillow? What are strategies to slow down your mind, relax the body, and help you drift off to sleep? What do you do if you wake up after three hours and you can’t fall back asleep? What are different strategies there? So, try to give people tips and education. And usually people, once they do these things and they start sleeping long they go, wow, I feel better. I have more energy. I’m a better spouse. I’m a better parent. I’m a better employee. Everything’s easier. It’s like riding a bike downhill when you’re well-rested versus riding up a hill when you’re tired. Those are very important things. And even practical things that you might not even think about until you’re working shift work is, all right, it’s 3: 00 AM. I’m hungry. What should I eat? There’s a vending machine. I could grab a bag of potato chips, a candy bar. But one of the second most common health issues among shift workers is gastrointestinal issues, heartburn, indigestion, and a lot of that comes down to eating the wrong foods at the wrong time. So even providing education on here are foods to eat and strategies, we see not only to give you more energy, make you feel better, but also to alleviate some of these health issues that people have as well. 

What’s the impact of the family as well? Because the rest of the family may not be working shift schedule as well.

Absolutely. We often encourage, when possible, to invite spouses and partners to attend this type of training because clearly what happens at home influences what happens at work and vice versa. There are a lot of family and social challenges that need to be addressed. From a sleeping perspective, sometimes it’s making your spouse realize, Yeah, I’m sleeping at 10: 00 AM, but this is not a nap. This is my main sleep block. Just like I wouldn’t wake you up at one o’clock in the morning unless it was an emergency. Same for me, please. Realizing I’ve even had things like, oh, I don’t really like how these light-blocking curtains look. They don’t really go with the decor of the bedroom, but saying, all right, this is why they’re serving a very important case. Sure. Then from a family social perspective, all right, there are times where you will miss out on family events because you’re working during hours and sleeping during hours when the rest of your family are doing things. So, what are strategies to take advantage of your schedule, to take advantage of connecting with the important people in your life? So, I heard a story with a young father said he had two young girls, and they made a habit of once a month, they had a Daddy/Daughter Day, and they found a Saturday or a Sunday where he was not working.

They would put it on the calendar. His daughters would decorate the day, and every day they would go out of the house, they would have lunch together, they’d go see a movie. He said, the movie theaters are nice because I can lean back on the chair. It’s dark, it’s cool and comfortable, so I can take a little nap. I think he said he saw frozen, the movie frozen, about five months in a row with these girls. He said it’s something that just became a tradition that he’s done for 10 years. Every once a month, he takes his daughters out. Just a way to build a relationship with the important people in your life. And same with spouses and partners as well.

Fascinating. What’s the role of corporate culture? Because I know, for example, I was working with one group, and I joked, I said, If I were to take a nap now, shortly in the afternoon, what would you think? The answer is that you work for the Postal Service was the answer. In other words, I think I’m lazy. How does corporate culture play into this?

Yes, that’s a great question. I think it’s realizing, all right, what are your major goals? What are the principles that you’re trying to achieve? Usually, they’ll say, oh, yeah, we want to have a safe environment, a health environment, and a productive environment. Oh, great. Well, then what you just described, Eric, taking a nap is safe, it’s healthy, and it makes you more productive. Clearly, we always advocate it’s better to manage napping than to ban it. We’ll say, all right, if you allow, do you allow breaks in your facility? They said, Yeah, of course, we allow breaks. We say, why do you care whether Eric takes that 15-minute break, 20-minute break, and takes a power nap, or he’s on his phone scrolling through the news. It’s his free time. He can do it. In fact, I’d say Eric’s being very productive and responsible by taking that power nap. And what we know is that power nap actually is going to boost your energy for the next three to four hours, which is going to make you a more productive employee, which is good for the business. So, we want to state this. So, I think one thing I’ve noticed over my 20-year career is that I did run across a lot of managers who said, put their head in the sand and said, I fatigue, I don’t want to know about it, I don’t want to hear about it, just suck it up and deal with it.

And I’ve seen more and more managers say, no, we want to be fatigue, risk informed. We realize this is an issue, and we will be a better operation by proactively addressing it and trying to improve it. We see this principle of trying to install fatigue risk management plans and systems into the corporate culture.

You touched on it a little bit before as well. Well, you talked about acute versus more the chronic shift schedule element. Are there some differences in terms of how you manage in those cases? Because even in some professions, you may people that are on call, and then their shift could be disrupted or unexpected and hard to prepare for. You could also have periods where there could be acute stress. I’m thinking right now, California wildfires. You’ve got first responders that are working incredibly long days nonstop because it isn’t an end to it right now.

Yeah, absolutely. In those emergency situations, there definitely are different strategies that are employed. Usually, there are ways, Art, if we need to work longer, harder to deal with an emergency, you will start to implement some different strategies. Acute fatigue, so maybe the past 24, 48 hours, I built up a sleep deficit. I’ve been staying up longer hours. There are strategies that you can mitigate through. We talked about napping strategies. Caffeine and a nap is a very effective strategy where you can consume some caffeine, a cup of coffee, whatever your caffeine, it’s a medium of choice is. Take that 10-to-15-minute power nap, wake up, have the benefit of the nap, plus the caffeine kicking into your system, and that can really help the next four, five, six hours there. With any type of activity, we want to know, all right, what is the risk factor? Are you at a desk or if you nod off, you’re not going to be productive, but there’s no danger, or are you fighting a fire, and if you nod off, you might burn yourself severely. Death is a potential consequence there. Then you also look at the rotating people in and out, having more micro breaks built into the structure, checking in more often working in teams, not allowing people to be alone.

There are strategies like that. Interestingly, I mentioned fatigue risk models. We have a fatigue risk model at circadian. It looks at both chronic fatigue as well as acute fatigue. We can look minute by minute, what’s your acute fatigue score? Interestingly, we see chronic fatigue as a much better predictor of an incident or accident. Interesting. We’re more concerned about that individual who’s just over a period of two weeks, a month, is just having a very high fatigue score versus someone who has a bad 24 to 48 hours. It’s almost a shot on goal principle that if you’re saying that when you have chronic fatigue, you’re having a lot more opportunities, a lot more shots on goal where something bad can happen, versus if it’s acute fatigue, there’s just not quite as much of an opportunity there. Not to say acute fatigue clearly is very dangerous, but usually when we often look at serious incidents, it’s a combination of chronic fatigue mixed in with a really bad bout of acute fatigue as well occurring in there. Those are certainly elements that we look at as well.

I still can’t imagine 46 hours shift that your dad would go through and how that can be deemed a good idea if you’re about to run a surgery.

I know it is, and I’ve talked to doctors about it, and you hear, I mean, I guess their argument is that All right, I get to see the whole life cycle of a patient. So, I get to see the patient walk in the door. I get to say, all right, what’s going on? Let me run some tests. I get to see the results of the test. All right, let’s try this treatment, this procedure, and then see the Hopefully, make them feel better, cure them, and walk them out the door. But the argument is, we know you can be as impaired after being awake for 22 consecutive hours, you perform the same way as if you’re legally drunk with a point weight alcohol level. So, you’d say, would you ever want your doctor to be drunk and performing surgery on you? They would say, No way. Whereas we know that can happen on these circumstances when people are up for 24, 36 consecutive hours.

Powerful stories around why an organization can and should look at how you manage your shifts, how you deploy the workforce, because there’s a lot of things that you can drive to mitigate risks. I’m sure that this element of fatigue is far more present in far more businesses. You talked about shift workers or shift work being almost 20% of the population.

That’s right. It’s estimated about one out of five employees in the industrialized world as a shift worker. We usually describe that or identify that as someone who’s working routinely between the outside of the hours of 6: 00 AM to 6: 00 PM. That could be someone working night shifts, rotating shifts, evening shifts, early morning shifts, extended shifts. It’s a huge % of the population.

Definitely, much of that work is in high hazard circumstances or in circumstances when you can impact somebody else’s life, like you talked about health care workers. Phenomenal example really appreciates you sharing those stories with me, Andrew, and hope that you have a positive effect on others, because too often what I hear is, well, I’m following the law because there is requirements, there’s legislation that gives you minimum requirements, but that’s not enough.

Yeah, absolutely. I think that’s one thing. Unfortunately, Sunrooms, we are brought into an operation because they had a safety incident, a serious safety incident, and they’ve identified fatigue as a causal factor in it. And so, we will go in, do a risk assessment, and then start to implement solutions. We’ll look at staffing levels, we’ll look at their shift schedules, we’ll implement training programs, look at the work environment, look at the fatigue monitoring tools and culture. We come there to address a safety incident. We don’t want this safety incident to happen again. All of a sudden, they realize, oh, wow, a year later, we’ve seen not only has our safety improved, but our productivity has gotten better. I guess what employee morale has gotten better, and all of a sudden, that turnover issue has improved. We have less people leaving work. Our absenteeism has gotten better. It can really help stabilize the operation. Safety in general is always well worth, is well demonstrated helps with productivity. And this fatigue risk management in a 24/7 world clearly shows those benefits.

And I think there’s also sometimes other factors inside a company that I’ve seen that It’s going to indirectly impact shift scheduling because over time, as an example, can be a very big financial lever for some workers. It sometimes in sense the wrong behavior and try to hide the challenge of it, even in terms of when you talked about the iPad test, if it’s less than a three, you’re not going to fly, so you’re going to think twice because you may need that shift.

Yes, and that’s definitely a major issue. We see oftentimes you have about 20% of the workforce working 80% of the overtime. I’m not against someone working overtime at all. I see there’s huge financial benefits. It’s great from an operational management standpoint as well. We just try to make sure that it’s done within a risk-informed safety culture. We realized, hey, we’re not against you working overtime. We just want to make sure that you are going to be able to do it safely and effectively. Because at the end of the day, our ultimate responsibility is that you go home safe and sound. That’s where I often say we’re not trying to have a green light, red light system. We’re trying to understand with you, all right, are you good to go? What can we do to help you out? Occasionally, there will be cases where someone will recognize, Yeah, I have a young baby at home. I did not sleep well at all. I’m exhausted. I acknowledge maybe this isn’t the best idea right now for me to be working in this safety-sensitive environment. That’s really the mission is where we’re trying to achieve here is create a safer, more productive environment.

Excellent. Well, thank you so much for joining me, Andrew. Somebody wants to get in touch with circadian or with yourself, what’s the best way to do that?

Sure. You can go to our website, www.Circadian.com, like a circadian rhythm, and also you can call our main line, 781-439-6300. I’m on LinkedIn as well as on Andrew Moore-Ede at circadian, probably be the way to find me. But yeah, by all means, be happy to get in much and help in any way we can.

Excellent. Thank you so much.

Thank you, Eric. Appreciate it.  

Thank you for listening to The Safety Guru on C-suite Radio. Leave a legacy. Distinguish yourself from the past. Grow your success. Capture the hearts and minds of your teams. Elevate your safety. Like every successful athlete, top leaders continuously invest in their safety leadership with an expert coach to boost safety performance. Begin your journey at execsafetycoach.com. Come back in two weeks for the next episode with your host, Eric Michrowski. This podcast is powered by Propulo Consulting.

ABOUT THE GUEST

Andrew Moore-Ede is an internationally recognized expert in shiftwork, fatigue risk management, and 24/7 workforce optimization. As the President of CIRCADIAN®, the leading research and consulting firm for extended-hours operations, Andrew has spent over 20 years partnering with some of the largest organizations in the world, including Fortune 500 companies and government agencies, to improve the health, safety, and performance of their 24/7 workforces.

Andrew brings extensive experience in leading management and employees through collaborative, win-win change and risk management initiatives. His expertise spans from implementing optimal shift schedules, guiding organizations in transitioning to 24/7 operations, developing tailored health and safety training programs, conducting comprehensive risk assessments, and designing customized fatigue risk management systems. A sought-after speaker, Andrew frequently presents at industry conferences and corporate workshops, sharing insights on best practices for 24/7 workforce management.

From 2017 until its acquisition in 2022, Andrew also led the sales organization at CIRCADIAN ZircLight, a cutting-edge lighting startup featuring patented LED technology designed to enhance employee health, well-being, and performance in extended-hours operations. Under his leadership, CIRCADIAN ZircLight became a pioneer in evidence-based circadian lighting, culminating in its acquisition by a leading lighting company in April 2022.

For more information: www.Circadian.com

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Fatigue Risk Management: Ensuring Safety in High-Risk Work with Susan Sawatzky

The Safety Guru_EP 109_Susan Sawatzky_Fatigue Risk Management Ensuring Safety in High-Risk Work

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In this episode, we deep dive into the critical topic of effectively managing fatigue in high-risk work environments with our special guest, Susan Sawatzky. Join us as we explore various factors that contribute to fatigue and discuss strategies to effectively mitigate risks and manage its effects. Tune in to learn how these approaches can enhance worker safety and productivity, emphasizing safety as a priority in industries where every second counts. Listen now!

READ THE EPISODE

Real leaders leave a legacy. They capture the hearts and minds of their teams. Their origin story puts the safety and well-being 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-suite. It’s a real topic of daily focus. This is the Safety Guru with your host, Eric Michrowski, a globally recognized ops and 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 to have with me Susan Sawatzky. She does a lot of work in the safety space, particularly around fatigue management and the application of fatigue management systems within organizations, particularly in a high-risk industry. Susan, very excited to have you with me on such an important topic. Why don’t we start out with a bit of an introduction to how you got into this space?

Thanks, Eric. Yeah, it’s interesting because I’ve had a bit of a long career path. I actually started my first career as a junior high math and science teacher, and I guess you could say that’s where I learned my stress management skills, which is an area that we specialize in. But through a series of events, I ended up leaving teaching and moving into health and safety. And I worked for one of the key safety associations. And in that work, I ended up managing the fatigue portfolio for the Canadian oil and gas industry. And that was a really enlightening moment for me because I discovered my passion for managing this was quite strong. I found it was very much an under-recognized hazard, and I really enjoyed making safety information relevant and meaningful for people. Right. And so, I shifted my career and really tied that into a key focus of what I was doing, especially as I became a consultants. In terms of certifications, I have a master’s in industrial psychology, and a lot of people aren’t really aware of what an industrial psychologist does, but it’s basically a professional who helps organizations develop the systems and processes that they need to enhance their human capital, their people. And what we’ve really learned is that making businesses better for people just makes better businesses. I do work as an adjunct professor. I guess carry my teaching on a little bit in that way as well. I instruct for three different universes. To say it is also very much an honor to be on your show and share some of this information with your listeners.

Cool. So, let’s talk a little bit about fatigue and why we How do you care about fatigue within an organization.

Yeah, I think the best place to start is with probably one of the most famous studies ever done, Looking at Fatigue. And that just notes the impairment that fatigue causes when we reach the higher levels. And this study was done way back in the 1990s, but it’s been repeated so many times since. And in essence, what the researchers did is they got a lot of people drunk. And then once they sobered up, they let them become really tired. They kept them awake for 28 hours straight. And they just compared their ability to perform mental and physical tasks in both of those states. And what they found was that Now, at only about 17 or 18 hours awake, we perform at the same level of impairment as somebody with a blood alcohol level of 0.05. Around 21, 22 hours awake, we’re as impaired in our abilities as someone at the legal limit with a blood alcohol level of 0.08. And at about 24 hours awake, we’re as impaired as somebody with a blood alcohol level of 0.10, which is well over the legal limit. And if you take that information and you put it into a work application and you think about someone who shows up at the workplace legally drunk, you’re not going to give them the keys to the company vehicle and say, Yeah, just be careful out there, right?

But if somebody shows up and they’re like, I’m exhausted. I haven’t been able to sleep. I’ve not slept for several days. We just don’t have that same awareness of impairment and how it can endanger someone. It’s interesting because the National Safety Council has noted that fatigue is contributing to about 13% of all workplace injuries. I mean, that’s a significant number. More than one in 10 likely have fatigue contributing to it. I find that when I work with organizations, a lot of the incidents that are related to fatigue get overlooked. So, companies are really good at figuring out those low-frequency, high-severity incidents. The guy drove off the road at 2:00 AM. Okay, yeah, we get that’s fatigue, right? But those higher frequency, lower severity incidents are often the ones that companies miss entirely if they don’t have fatigue integrated into their incident investigation process. So, these are the incidents that often get reported as work or error. And the key to identifying or ruling out if fatigue was contributing to those incidents, it really comes down to asking the right questions and noting the precursors within an incident to recognize that and fatigue was a big part of that.

And are there organizations that are more at risk? Are there some factors that are more likely to increase the risk profile?

Absolutely. There really are organizations that would be what I would call high risk in terms of fatigue and fatigue-related issues. And I think one of the more difficult safety aspects to thinking about that is that we all know that fatigue involves not just workplace factors, but also personal factors. So, we know that when it comes to the personal factors, it’s dependent on how much quality or quantity of sleep people are getting. Do they have a lot of personal commitments? Do they have sleep-related issues or health concerns or commute a long way to work? But within the workplace, there are definitely factors that influence how high risk a company is. Some of the factors that an organization wants to be aware of, number one, high-risk schedules. Do you have shift work, night shifts, long rotations, long work hours? Those immediately put an organization into a higher risk because you’re setting up a situation where people are likely to become fatigued. Other risk factors, any driving requirements, and whether that’s driving on site, like a warehouse or mining, transportation or long commutes, all of those increase the risk. Physically and mentally demanding work will increase the risk of fatigue, but surprisingly, also monotonous and boring work can increase those risks.

Because if you think about it, when you’re doing something really boring, you start to… Makes sense. Yeah, tired and tuning out. And situations like control room operators, for example, that can be a really big issue. Anything that’s safety sensitive, and I define that really loosely, if someone No one doesn’t follow the protocols and they can get hurt doing it. I call that safety sensitive. High stress environments, especially if you got high demands from clients that you’re trying to meet. And then just general things like lack of breaks or resting areas, chaotic environments, noise, vibration, all of those add to it. And one other thing that often gets missed is the demographic of your workers. So, if you have workers of older workers, and by that, I mean, really, honestly, over 45 doing shift work, that can start to have an impact on how likely people are to be fatigued.

Is there something as well in terms of the types of shifts? Because sometimes, as an example, there’s a six on, three offs where you’re having to do early mornings and switching to late evenings or those types of pieces having a different impact versus four long days. Is that a variable as well to consider?

Absolutely. And in fact, it can be relatively complex to figure the best shift to have in relation to your organization. When it comes to shift scheduling, I often refer to a client who runs the biomathematical research on the existing schedules. But there are some general principles. In general, you shouldn’t shift people backwards. They should shift forwards, so they should go afternoons to evenings rather than evenings backwards. Yeah, other general principles are just keeping the reasonable. We know that after four-night shifts, Workers tend to become more fatigued because we recognize that by the fourth night, that sleep debt is starting to catch up and your circadian haven’t shifted you to the new shift. And a lot of the shifts that do exist, for example, the four and two, four and three, for example, those have been run through the biomathematical modeling to be determined as good shifts for those organizations. So, I would strongly suggest that when a company is looking to optimize the shifts that they have, they run that through the software and really understand where the risks are greatest.

We’ve touched a little bit on some of the patterns that can impact or increase your likelihood of having some issues around fatigue within your organization. What are some effective strategies that you’ve seen in terms of managing that fatigue risk within an organization?

When it comes to managing fatigue in large and even mid-size organizations and high-risk industries, I really have three principles that I apply. The first principle, the first main thing is that the complexity of your fatigue risk management strategy should align with the complexity of your risks and your operations. So, I’m not going to put this big, complex strategy on a medium or low-risk company that has pretty straightforward operations. But if you have really high risk and lots happening in your operations, you are going to need things like what’s called a five-level fatigue risk management strategy, which just has redundancy built into it to help ensure you’re better managing the risk. And to figure that out, I normally just do a bit of a fatigue audit and then provide them a gap analysis. Like, what do you have for risk? What do you already have in place? What are the things you need to add to really make sure that you’re managing that to the best of your organization’s abilities? I think my second key principle is that when you’re doing that overarching fatigue risk management strategy, I can design that for the company, but implementation has to be collaborative.

You have to have input from workers to operations, supervisors, across the board, if you really wanted to integrate and make a difference. There is no one size fits all. Here’s a strategy, everyone uses it. You’ve got to really have the feedback and tailor it to fit what you’re already using for safety strategies. And then I think my final one, and I know our company is a little bit unique in this approach, but I really think you should try to make your strategies quantifiable. And when you do that, you just create a clear course of action for supervisors, workers, and there’s just no guesswork. And I’ll maybe give you an example of that because that one’s not quite as clear. So, Let’s say you have a worker, and they show up, and either they self-identify fatigue or the supervisor who’s been trained, they can see it, they recognize it. First step is quantified how tired you think the worker is, and you do that on a scale. So, you can use descriptive words like a little bit tired or very tired, but you put those on a numbered scale. Next step is you’re going to have a structured conversation between the supervisor and the worker.

And again, every question that the supervisor asks gets rated on a numeric scale. So, it’s not just the qualitative answer, there’s a number. And then it’s really easy to take those numbers and say, okay, well, if self-identification and discussion led to this number, here’s the list of countermeasures that you should be looking at doing. And it could be everything from have someone grab a cup of coffee to take a nap before they start shift to, we’re not putting any safety-sensitive work in front of this person because they’re just not going to be safe doing it. So, when you quantify it, I think it just makes all the decision making so much easier. And those are the three big principles we apply when I work with companies. Sure.

And what are some of the set challenges that you face or that fatigue management approaches will face in organizations?

That’s a really good question. And I think it’s important to think about that when organizations are working to bring in fatigue risk management. Knowing those barriers ahead of time is just really useful in anticipating them and then working to overcome them before they block your progress. Right. Some of the big barriers I see is lack of training. If your organization, and by that, I mean your workers, your supervisors, even your contractors, if they don’t really understand that fatigue is actually a health and safety concern, if they just see it as, Well, that’s part of the job, or that’s what we have to do to get the work done, you’re going to face barriers right off the top. It makes sense that people don’t always see it because as a society, we pay people and reward fatigue. You get paid more to work the night shift or the longer hours. So, we’ve incentivized it. So, it is a little bit of backtracking to say, okay, well, now we see that this creates risk. I think another issue that lack of training is, workers will just have their one or two go-to strategies, and they won’t have a big toolbox of strategies.

I have those one, two that I always use, but I don’t know about all these other ones that could help me better manage fatigue. And then There is definitely the Superman mentality. So, it’s just what I term. I mean, everyone can relate to that concept, right? The workers who are like, I’ve done this for years. I only need five hours sleep. Fatigue doesn’t impair me at all. I’m good. I’m good. I’m good. And research, hands down, shows that over time, the more and more fatigued we are, our impairment does increase, but we become less and less aware of how it’s impairing our abilities. So, it makes sense that people don’t think it’s impairing them, but it definitely is. I think another big barrier that I often see is employers that don’t fully recognize the risks to their organization when they’re not managing fatigue. So, they might not see how it’s impacting things like worker health, which, of course, can impact your worker’s compensation or your benefits and even absenteeism. Of course, worker safety, not always recognizing those incidents, but other areas like productivity or employee retention or even just your overall work culture. Tired and cranky workers tend to create more conflict in the workplace.

It’s not such at the right place to be. So, all of those can have an impact. Right. And I think one of the biggest barriers overall that I see is that, especially in certain industries, it’s simply perception. So, in some industries, it’s acceptable. In things like aviation, for example, or even long-haul transportation, you can pull over and have a nap on the job. That’s all right. But many industries, sleeping on the job is just seen as lazy and incompetent and not acceptable. And this really does bother me a little bit because I think a nap as short as 10 or 15 minutes can help with at least low levels of fatigue. So, letting someone take a normal break that they would already have and go for a 15-minute nap, that might be completely unacceptable. But that same worker could go for a 15-minute smoke break, and nobody has an issue, right? So, I think challenging those perceptions that people have about sleep and napping on the job, that’s a really big barrier to be aware of.

And we’ve talked about this before on the podcast. Are there ways that you’ve seen that work? For example, in tech, they often will have an official nap room, or they’ll have special chairs that encourage people to nap that essentially are helping create a new paradigm around What is acceptable here?

Absolutely. Yeah, there’s physical changes you can make within your work group, within your work environment, for example, napping rooms, as you mentioned, or even treadmill and ways for people to stay active if they’re in a control room environment, for example. But I’ve also seen companies that go ahead and put in these napping rooms, and no one uses them because it’s still the culture that it’s not really that acceptable or who are you to have to go for a nap? The rest of us are just fine. And so I think influencing the culture is really your biggest one, making sure people are aware of why we care and why we want to manage it. But there are a lot of things environmentally, so napping rooms, but also lighting, ergonomics. There are many things you can do that will reduce overall fatigue people are feeling.

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

Are there differences by industries that you’re seeing in terms of strategies that do work around fatigue? In some environments, it’s a legal requirement. You talked about long-haul trucking as an example. There are requirements around rest and up that are legislated. What are some of the practices you’ve seen around by industry that work well?

I think one of the reasons that fatigue is often under managed in a workplace is that with the exception of only a few industries like transportation or nuclear, fatigue is just not well regulated at all. Sure. And even some industries that do regulate it, like ground transportation, The legislation isn’t always aligned with what we know about human fatigue and circadian rhythms, and it can sometimes even inhibit the ability of people to manage fatigue in the work, right? So, although if the legislation is really good, it isn’t a catch-all. They can still have issues in those industries. But employers in other industries where there’s no legislative framework around it, they have to really go above and beyond to fully manage that risk. And I mean, a big piece of that comes down to recognizing how it’s impacting your company and some of the negative impacts you’re already having in terms of safety and health and whatnot. Employers that do bring in comprehensive fatigue risk management, they’re really choosing to do so based on their understanding of reducing risks. So, reducing safety risks and recognizing the financial advantages when they increase worker productivity and retention and overall worker health.

OSHA really overall for most industries, rather than setting legislation, they just have recommendations when it comes to fatigue management. And of course, And one of their key recommendations is providing worker training and education so that people are at least aware of the hazard. And to me, that one makes a lot of sense. We train on so many hazards in the workplace, and yet I’ll go into high-risk industries and high-risk schedules and say, When’s the last time you did fatigue training? And they’re like, oh, I don’t know. Maybe 10 years ago, we talked about it. It’s funny how that one just doesn’t get trained on the level that people should be aware if they’re dealing with a hazard.

I think you touched on a point there in terms of the legal requirements. The legal requirement is the minimum requirement. But as you said, they’re not always designed with the best medical guidance and advice. Sometimes you can rest on saying, I’m meeting the legal requirement, but it doesn’t mean you’ve eliminated fatigue. It’s how do I go above and beyond? As you mentioned before, there’s a lot of very negative incentives Overtime being one of them, and how overtime gets allocated, specifically in some industries, where I remember we talked in a prior episode of this podcast, even in healthcare as an example, that in the UK, they legislated how many hours people could work, but it didn’t stop the extreme overtime that was occurring because the incentives are still there. In some cases, some industries, when you’re getting to double overtime, triple overtime, it can be very lucrative to work those long days and risky.

Yeah, I couldn’t agree with you more. And sometimes it’s not even the employer that’s putting up the barriers in terms of fatigue management. Sometimes it’s the union or the workers themselves. I’ll share a quick story about that. I was doing some work up north in the Yukon, actually, and I was working at a mining organization and doing some training. And I walked in the door and the head of the union for the miners walked up and said to me, Lady, because it’s a mind, and he goes, Lady, if you’re here to tell us that we have to change our shifts, we’re walking every last one of them. And I’m like, Okay, it’s all right. No worries. I’m just here to share some information, do some training. And so we did the training. And as bad luck, I guess, would have it, they did have a fairly major incident and one that could have caused a lot of fatalities. It was pure luck that it didn’t cause fatalities, and they could recognize it completely as caused by fatigue. And so, I went up to the mine about a month after this, and the exact same guy, Frank, I’ll never forget him.

He walks up to me, and he goes, Yeah, okay. We’re open to some conversations. So, I think The training can just play a really big part in that. It’s not going to overcome the lack of legislation and certain industries. It’s going to take a lot of work to really move that culture forward to recognizing and managing fatigue. But I do think getting the information out there is a great way to start.

It’s also a topic that we’ve never learned. You don’t go to school and learn about how to sleep. You don’t hear or learn about this as you your career, except in some industries. I started in aviation, and in aviation, there was a lot of focus around fatigue, mostly around managing jet lag. And doctor would come and present and teach, and there’d be very practical applications around it. But in most other industries, nobody comes to talk about sleep, fatigue, and managing it.

Yeah, you are 100 % correct. And it’s interesting, we talk about the three pillars of health, those three decisions that we make every day that it has such a huge impact on our health and wellness. And the first, of course, is nutrition, and the second is exercise, and the third is sleep. And we tend to know quite a lot of information about nutrition, and we know the latest hit workout and running and all of that. Tons of information on exercise. But yeah, sleep is just not as well known in terms of the science behind it and the things that can help us sleep better and nap better. And yeah, I agree. It’s really one of those areas that we haven’t tapped into in terms of awareness and education that we really need to.

And in some industries, I think there’s also some reluctance to address it because you’re starting to touch the out of work environment, starting to start reaching into your home and how you rest and the home circumstance. And I know for some executives, that can be a scary piece because it’s one thing to control the work environment at work. But here, sleep is not something you normally do at work unless you have nap time.

Yeah, absolutely. And it’s a little bit like a lot of human risk factors. It’s that Squishy part of safety. It’s hard to put together a perfect SOP that’s going to manage all those risks. You can do that when you’re looking at confined space and working at heights, but fatigue is just not that easy. It’s so much more complex. And I think you touched on what is really one of the foundational pieces in managing fatigue, and that is you can’t just bring in a bunch of policies and procedures and expect to manage fatigue in your organization because you’re only addressing the workplace factors. Unless you really engage your workforce and bring people on board to recognize that fatigue is a health and a safety issue that impacts all of us, that’s the only way you’re going to start to have an impact on some of those personal outside guide factors that influence fatigue in the workplace.

Absolutely. Thank you so much, Susan, for coming and sharing some of your experience around fatigue management and how it can be a key contributor to safety outcomes and some ideas around how to make a positive impact in this space.

Yeah, it’s been a real honor. Thank you so much, Eric, for having me on. I appreciate it.

And if somebody wants to get in touch with you, how can they do that?

Absolutely. People can reach out through my email. It’s Susan, S-U-S-A-N, and then @wearein-scope.ca, so I-N and then a hyphen, and then scope.ca. Also, our website, which is also in-scope.ca. You can go there and check us out and feel free to reach out.

Perfect. Thank you so much, Susan.

Thanks.

Thank you for listening to The Safety Guru on C-suite Radio. Leave a legacy. Distinguish yourself from the past. Grow your success. Capture the hearts and minds of your teams. Elevate your safety. Like every successful athlete, top leaders continuously invest in their safety leadership with an expert coach to boost safety performance. Begin your journey at execsafetycoach.com. Come back in two weeks for the next episode with your host, Eric Michrowski. This podcast is powered by Propulo Consulting.   

ABOUT THE GUEST

Susan Sawatzky is the President of In-Scope Solutions, a company dedicated to managing human risk factors or “The People Part of Safety” with a focus on fatigue risk management, stress management, mental health and wellness, enhancing healthy workplace cultures, and psychological health and safety in the workplace. Susan leads her team in providing awardwinning training based on a belief that emphasizes the importance of engaging people with the content and fostering a deep understanding of its relevance to their work and lives.

Susan is an instructor with the University of Alberta, the University of New Brunswick, and the University of Calgary, instructing Fatigue Management, Safety Management Systems, Business & Leadership, Human Performance Leadership, and Psychological Health and Safety, among other courses in their various OHS Programs.

Susan’s specialization in fatigue risk management began over a decade ago when she managed the fatigue portfolio for the Canadian Oil & Gas Safety Association. Since then, she has assisted numerous organizations in conducting fatigue risk audits, developing customized strategies, integrating fatigue mitigation measures into their workflow, and implementing fatigue-based technology. Her clients span through numerous industries all across North America.

Susan is also an international speaker and keynote conference presenter. She has presented for a variety of conferences and organizations with notable clients including the American Society of Safety Professionals, the Global Conference on Fatigue Management, and the National Aeronautics and Space Administration (NASA).

For more information: www.in-scope.ca

Susan Sawatzky, MA Ind. Psych, B. Ed, CRSP, HSA

President, In-Scope Solutions

[email protected]

P: 403-874-8271

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The linkage between Safety and Mental Health & Fatigue with Dr. Tim Marsh

The Safety Guru_Dr. Tim Marsh_The linkage between Safety and Mental Health and Fatigue

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As we approach World Mental Health Day, tune in to identify the linkages between mental health and safety outcomes! In this insightful episode, Dr.Tim Marsh, discusses how organizations can improve their safety performance by taking a more holistic approach that also keeps leaders in tune with fatigue, anxiety and depression that could be increasing at risk work. Approaches such as developing supervisor soft skills and emphasizing the importance of actively caring are important tools for organizations to consider.

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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-suite. It’s a real topic of daily focus. This is the Safety Guru with your host, Eric Michrowski, a globally recognized Ops and 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 to have with me, Dr. Tim Marsh. He’s a professor at Smith University in the United Kingdom. He brought in the 1990s behavioral and safety culture themes to Europe, has written many books. One of his top sellers was around talking safety and coming up in the autumn, we’ll have a new book that he’ll be publishing about talking health and safety, which is really a key topic for the conversation we have today. So, Tim, welcome to the show. 

Really excited to have you with me. 

Thank you for having me, Eric. 

Let’s start maybe first about yourself and how you got into this broad field of safety and safety culture. 

Sure. After I got a doctorate in psychology, I worked with the UK Mod and looking at recruit suicidal behaviors in young army recruits. While I finished that at the University, I was at Manchester University. They just started looking at behavioral safety techniques pioneered in America by the likes of Tom Browse, BSD and so on. And they were wondering if they might work in Europe. And the first European research project was at my university. And a colleague had started off that project but had left and they were looking for somebody to step in just for a couple of months to run the project while they found somebody suitable. 

And I just finished with the army. And they thought that it was all based on construction sites. And they thought that maybe somebody would work with squaddie in the army might be able to go to a construction and not get eaten. So, they asked me if I step in and I found it so enjoyable, but interesting, I never left. 

Interesting. So, you’ve done a lot of work linking mental health to safety outcomes. And I think this is a very important topic that a lot of people talk about mental health. Touch briefly in teams of the links to the safety, but don’t draw the full linkage. Tell me a little bit about some of the work you’ve done there and some of the research in this space. 

Yeah, sure. A lot of work has been done in mental health recently, particularly in places like the UK, because we’re aware of the fact that, for example, for every person we lose to an industrial accident, we will have 35 people of working age kill themselves. It’s something like five0 plays been 150 in the UK. Those are the figures. So, we’ve been doing a lot of work in that field anyway, because, of course, it’s tremendously inconvenient and morally awful to have people kill themselves. And we spent half a waking hour in work. 

So clearly what happens in work is relevant. But recently, some of our bigger clients, a large insurance company, QBE, asked me to look into the link between mental health and safety directly. And when you look at it, the research is inconclusive, controversial. It’s incredibly difficult to tease out what’s going on and why. If you know you can have been thinking it’s incredibly complex. It’s not complicated. It’s infinitely complex. So, for example, people who are really struggling, a lot of people who are really struggling have learned that the first thing they can do is to be nice to other people and be very pro social. 

It makes them feel better. So, it isn’t a simple linear relationship. But anyway, you got problems with reporting, you’ve got problems, people feeling going to be scapegoated, you’ve got problems with confidentiality, then you’ve got problems with medication, self-medication, all that. But when you look into it as best, we can tell, there are three factors that directly relink somebody having a bad day in work, somebody who’s struggling, and a propensity to have an accident. And those three things are that the first thing is if you’re struggling, you’re much more likely to be situationally aware, you’re distracted by other factors, thoughts, emotions, and are less situationally aware. 

So, you’re less likely to be aware of the risk. We all know that situational awareness is something we really want to avoid accidents. The second thing, of course, is if you know your Hydra triangle, we all know that the better work you do at the bottom of the triangle, the small at the top with the triangle, you get the love that you deserve. Not every day. There are no guarantees either way, but as a rule, you do well. The trouble with people who are struggling is they tend to be more fatalistic, of course. 

And if you fatalistic, you’re much less likely to be proactively working the bottom of the triangle and generating your own nut. And the third factor is, of course, people who are struggling can be grumpy. They can create risk around themselves, so they’re less likely to stop and challenge somebody in an effective way, much more likely to walk past situations where I saying nothing bugger them is as they go past, much more likely to be short with other people and have ineffective communications or worse than that, destructive communications where they’re actually awkward, difficult and reasonable and generates problems in others. 

So, for those three factors, there does seem to be a direct relationship between that mindset of an 85% of all mental health issues or depression or anxiety, the serious stuff. But 85%, I think the cost of the American economy has been estimated at 2 trillion a year, which is a big number. Who’s you and that is the 85% that is depression or anxiety and depression and anxiety. In essence, depression is simply spending time thinking about something that’s already happened in a negative way. Regrets is the obvious one biting us and so on. 

Anxiety really is spending a lot of time thinking about something that hasn’t happened yet in a negative way. So, anxiety and so on and all that depression and anxiety. We all do that. We all have those thoughts every day. Of course, we do. But if we have them to such an extent that it gets in the way, then it becomes a problem. That’s all it is. And people who had having too many Ops focus negative thoughts or future focus negative thoughts that it actually gets in the way and just more likely through those three factors to have problems at work? 

Absolutely. It’s quite controversial, but I think that is so self-evidently obvious. 

It makes a lot of sense. And I think a lot of people are touching on it. You draw the direct linkage between those themes, the challenges. A lot of organizations look at it separately. So, HR may be looking at mental health wellbeing and safety is looking at safety outcomes. What are some of the things that organizations or safety leaders can do to really address this part of safety? 

Yes. I think that the number one thing safety did is control. First of all, to be aware of it, not be afraid of it. There are all sorts of concerns that if you start talking about these things, you’re impacting on people’s private lives, it’s totally inappropriate. People will then not talk about anything. And you’ve got that classic thing where it’s been estimated that something like 85% of days taken off with bad backs are actually people taking days off because they’re struggling. If you have a bad back and you’ve got a positive mindset, I quote Dane Cowell Black over here in the UK on that. 

She’s a leader of all these things. And if you’ve got a bad back and you’re in a good place, you enjoy your work. I enjoy my work. I used to play a huge amount of golf when I was a young man. I’ve got a terribly bad back, like every heavy pot you played golf before. They were fully developed on. I just do stretch exercises. I just stand up while I stretch. There is that link on that controversy, but I think so. Don’t be afraid of it. 

It’s just what it is. But I think the number one thing that safety can do is to talk to occupational health and HR. I think that should be a key metric. How well does he get on with safety? 

I think, is a really important point. And what about organizations that aren’t really addressing mental health wellbeing fully, because obviously this is saying you’re more likely to have an accident. If you’re not addressing this in your workplace, what are some of the tactics that they should be bringing to the forefront to advance the need? 

They should be looking at it. We in the UK have been quoted in figures. One person in five is struggling on any given day. Some people they know it’s one in eight, nobody pushes back on nine and ten. So, if you’ve got 2000 employees out there constructing a bridge or a hospital or laying a rolled or whatever they’re doing that as a minimum. You got 2000 staff. You’ve got 200 people who are struggling. Now you’ve got two choices. One is you can try and analyze the extent and the causes and what you can do to help or you can just cross your fingers. 

We know from the world of safety, the crossing your fingers and hoping it goes away. 

It’s not good. It’s not necessarily proved entirely effective over the years. 

I hope it’s not a good plan. 

Well, it’s a tactic. 

It does. So, one of the things when you’re talking about mental health wellbeing, it links to a lot of themes as well. From a leadership standpoint safety leader have talked about. So, for example, active care to me is also about if I know who’s on my teams, I demonstrate care, maybe I’m more likely to notice a difference today. Tim showed up and maybe you’re not as Jovi as usual or something that looks different. What’s your thought in terms of active care, but other soft skills that could be really key from a supervisor in leadership standpoint? 

Well, the obvious thing, of course, is a lot of companies over here in the UK, Shell oil and gas have a very explicit culture of care. They promote an explicit culture of care, and that’s really just a person focus just to talk to people and try and notice them. So, it’s a dialogue piece very much reflected in the whole safety differently thrust the absolute essence of safety differently, which has had such an impact around the world, of course, is you’re the solution as a worker, not the problem. 

So, we want you to be safe and productive. You want to be safe and productive, what you need, what you need for me. And exactly the same principle applies to mental health and an individual. Wellbeing, so, for example, I need more flexibility or I don’t have enough control or I have too much control. There’s a thing called wars vitamin model of mental health at work. Very influential piece, academically decades. So just been rediscovered, really, as we all turn towards it in a more commercial way. Recently, control is a classic up to nine. 

He’s got nine factors. But what he says is you have to have the right level for the right person. So, if you’re the sort of self-employed person who can only really function as self-employed because otherwise you are unemployable, you need a high level of control, give the level of control or somebody like myself who’s self-employed on my own company, give that level of control to a lot of people and they never sleep. 

Right. 

So, it’s about understanding. And of course, when we’re talking COVID, a really good example is a lot of people say, I love working from home. I’ve got children and a lot of people say, I hate working from home. I’ve got children. And of course, that could be the same person on the same morning. 

Right. So, the theme of investing in soft skills for frontline supervision seems like a very important one. And probably an area where HR and the safety teams can work together as well to upscale. And any thoughts on that part? 

Oh, absolutely. And over the years, we’ve done thousands of safety culture surveys. And the one thing that always comes out is the soft skills of your front-line supervisors and managers could be upgraded absolutely every single time. So, another Web Wars vitamin model is into personal contact, of course. And what you find is some people like a little they’re quite solidary. They don’t really need people very much. Some people like a lot. But the one thing is an absolute constant is they want to have the right level of it and they wanted to be good quality. 

So, if you got somebody who isn’t particularly into personally skilled, that’s a problem for everything and always will be, that’s great. 

Thank you. Another theme as well is the element. I know when we talked before the theme of just culture and how does that play into safety, but also the element from a mental health standpoint. 

Just culture. Now you’re talking some deep and serious stuff that goes back millions of years. You know, they do say that there are two factors that seem to distinguish the most successful societies and species, for that matter. Out. One is that they have a learning focus. So, my multimillion-selling books, like Is Cow Dex Mindset to be a psychologically safe organization, and so on is all about trust. And it’s all about learning. And the two things go hand in hand. So, for me, the organizations that are best, they will have hit Diminishing returns with systems, procedures, compliance regulations, rules, training. 

They are pretty much it diminishing returns with that. But then there are two themes. The first one is learning when things go well, why have they gone wrong? What can we do about it? Brilliantly. Covered by a guy called Matthew Said called Black Box thinking if you listeners, I promise you, if you read Black Boxing and you don’t think it’s fantastic, I’ll come over and wash your car if you want to send me whatever you are. And the second one, of course, is trust. There’s a lot of studies that suggest that societies that have higher levels of trust flourish better than societies that have a culture of low trust in the classic example is Italy. 

They studied Italy. And so why is the north of Italy doing so well compared to the south? And the correlation that seemed to be strongest was that they have a culture of non-trust in the south and a culture of trust in the north. So obviously it gets complex again, because the trouble with societies that default the trust. Well, the good thing about societies that default the trust is that you set up more virtuous than vicious circles and you flourish because it’s better to have a false negative than a false positive. 

The downside, of course, is that cults and Con men take advantage of that. So, to quote, I did an article for a magazine the other day on a book came out called how to Think Like a Spy by Britain’s leading spy just retired. And I thought the line in the book that just absolutely resonated with me. He said this same thing, trust. You have to bit. You have to go from a premise of trust that’s best for everybody. And normally it works. But there will be people to try and take advantage of you. 

So just everybody verifies everything. 

Trust everybody verifies everything, especially verify everything, but verify everything interesting. So, on that topic, I think your book coming up fairly soon or Talking Health and Safety, can you give our listeners a bit of a preview of some of the teams that you’ll be exploring within that book? 

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, reenergize your BBS program, an enhanced supervisory safety capability, or introduce unique safety leadership training and talent solutions. Ops you covered. Visit us at Propulo. 

Com. Yeah, sure. The original Talking Safety. It was home to have a world class safety conversation with the subtitle, and the idea was a cost or commitment from a just culture perspective. So, with the mindset and assumption that if something has gone wrong or is about to go wrong, there is a reason for it that makes sense to the person involved and to have that conversation as proactively as possible, not waiting for something to go wrong, and then you default to blame and finger point doing. But to do it proactively so that it’s just a introduce yourself. 

Ask why, curiously, not aggressively. There are other questions based on things like temptation analysis. Is there anything slow and convenient? They’re uncomfortable about doing this job safely because we know for a fact if there is, some people will be tempted to cut corners and then some people will cut corners. It’s just a head coat from then on. And the bottom of how you look famous triangle fills up, and sooner or later somebody gets it. So that was the basic model. And then it costs when you find out if you do need to address the individual, for example, because there is a temptation. 

But you can’t do anything about it because you’re pulling down the factory next year, and the cost of making the changes you need is just prohibitive. Then get into coaching. Get into coaching modes rather than telling somebody you use data, you use illustration and praise rather than criticism, and so on and use all those techniques. And then you say, thank you and you go. And I think the absolute essence of talking health and safety. In the first book we said, introduce yourself, ask people how they are, and then crack on. 

Obviously, when you ask people how they are, especially in Europe, where we’re already stuffing a bit. I’m fine. Thank you. 

I think you get that pretty much everywhere. 

Yeah, I especially in Europe, of course. And so, I think the essence of talking health and safety, as well as going through mental health first aid training. And it signs to look out for talkative ones that have gone quiet, quiet ones that have gone talkative, smart ones that have gone scrape, all that sort of stuff and all those top tips about mental health. It’s just to ask the question at the end of the conversation when you’ve developed some rapport when you’ve had a decent conversation and you’ve worked together a bit just to revisit that simple opening gambit of and how are you only this time properly and mean it as opposed to just, I’m okay expecting an answer. 

This. I’m okay. Thank you. And that really, I think, is the essence of a culture of care. If you listen to people and know who they are, they’re much more likely to torture. I give you a case study if you like. I’ve got a very large client. They managed to switch off a major airport as an engineer, made a mistake, and they wanted a human error project that made that less likely to happen in the future. I was talking to so they can’t fall down the stairs teams or they can’t do this, you know, it so well, I wouldn’t worry about them falling down the stairs. 

You do realize they’re 35 times more likely to throw themselves down the stairs. And if they’ve had a really bad day, they run them up with an axe for half and ever while you’re trying to get into the security secure factory, you’ve got a real problem? 

Sure. And they said, well, any of our workers like that well, certainly will be having a bad day maybe as much as ten. But I just spoke to a guy, for example, who has just got divorced, is living on a friend’s couch, is 50 years old, but his drinking as much as he did when he was a student and is really close to the edge. And the MD said, well, how did you know that? That’s I was chatting to him. And I said, how are you? And he said, all right. 

And I said, oh, I’m not convinced you’re all right. I said, well, why did he talk to you? I suspect I’m the first person who’s ever asked him if you saw it. You want me to talk to somebody. So, I talked to me. So, Eric, the essence of a caring culture, a culture of care, I think, is really just listening. If you asked question, you are right that somebody says, yeah, I’m fine. You good. Great. And you crack on that’s not going to get us very far. 

But if you genuinely listen to the answer and hold their gaze and look at them. And obviously the trick is to genuinely care, not pretend you’re caring, but actually care, they will talk to you nine times, say the ten, they will open up and they will talk to you. And then you can have a grownup adult conversation about the fact that 10% minimum of your workforce I having a bad day and could use somebody to talk to. We can all you somebody to talk to. One of the things that we’ve been doing here with my companies, as I said, taking a genuinely holistic approach to the whole human error piece. 

You know, it doesn’t really matter what causes the human error, but because it will be multifaceted. And one of the things that we’re already familiar with, of course, is fatigue. You know, somebody who is very tired, they’ve been up for 18 hours. They’ve done a split shift or whatever, and they haven’t quite recovered. Now you’ve got the same physiology as somebody is drunk. And, of course, fatigue and mental health, two parts of a pair of gloves. Really, if you’re tired, you’re having a bad day. It’s very difficult to have a good day when you’re really tired. 

Every day is a better day if you’re broken alert. Likewise, if you’re stressed, you don’t sleep very well. The whole thing becomes a vicious circle. So absolutely, incorporating fatigue management. So, a lot of companies will have a fatigue management process because they’re aware of the fact that they don’t want their workers out. They’re drunk in inverted e-commerce. Thank you ever so much. But they might not have anything in that fatigue management that does any sort of monitoring or Proactive work about mental health. But they should the two things that go together, handing both. 

Yeah. I think that’s a really important point. 

People simply do not make mistakes very often because they can’t be bothered all because they’re stupid. Of course, both of those things are true a lot, but the majority of yeah, absolutely. But on the majority of occasions, that’s not true. They’re good people doing their best, and they make mistakes for a variety of intel reasons, often Bureau being stressed and preoccupied by issues about the past or the future. Being tired, they’re often front and center in that stupid accident. An invert ecommerce where somebody just does something daft or doesn’t see something or drops something or presses the wrong button or falls over something or drives into something or reverses into something, et cetera, et cetera. 

It doesn’t sling something properly. All those accidents start with mental health, fatigue rather than human error. As Sydney Decker says, human error is never the end point of any investigation. It has to be the start point. And mental health is often. I don’t mean you’re crazy. You schizoid free bipolar. I mean, you’re just a bit depressed or you’re really very anxious often that is an important causal element of the equation. 

Yeah. And I really appreciate the work that you’re doing in terms of the research in terms of bringing the topic of conversation linking those themes think is incredibly important. So, I really appreciate the work you’re doing and all the consulting that you’re doing with a lot of organizations to bring the topic about and address the broader theme of safety culture. 

It’s a lot of fun, actually, but working in such an important field, it’s not a niche. You can’t just find everybody who admits that they’re struggling, in fact, and that’s about 20% of your workforce, so that’s not going to happen. Doing some mainstream work that really brings good psychology front and center in important field is obviously fantastic for anybody myself. Considers himself a psychologist. Excellent. 

Well, Tim, thank you so much for joining us today and sharing your thoughts. And I’m looking forward to the upcoming books around talking health and safety. 

Oh, thank you, Eric. Thank you so much. 

I have. I’ve really enjoyed myself. 

Just like what we do. Share this on your social and tell everyone. Thank you for listening to the safety guru on C-Suite 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. 

ABOUT THE GUEST

Tim Marsh was one of the team leaders of the original UK research into behavioural safety (in construction) in the early 1990s He is considered a world authority on the subject of behavioural safety, safety leadership and organizational culture, was awarded a “President’s Commendation” in 2008 by the International Institute of Risk and Safety Management and was selected to be their first ever ‘Specialist Fellow’ in 2010. He was made visiting Professor at Plymouth University in 2015.

He has given key note talks around the world including the closing key note at the inaugural Campbell Institute ‘International Thought Leaders’ conference (Dallas, USA, 2014 as well as key note talks at major conferences in South Africa, New Zealand, Asia, India and the Middle East. In 2016 he was the key note speaker at the inaugural NEBOSH Alumni event.

Founder of Ryder Marsh Safety he has worked commercially with more than 500 major organizations around the world, including many international oil and gas, utility, chemical, transport, IT and manufacturing organizations as well as the European Space Agency, the BBC, the National Theatre and Sky. Founded Anker & Marsh in 2018 with Jason Anker to focus more closely on wellbeing and mental health issues. His work as an expert witness includes the Cullen Inquiry into the Ladbroke Grove train crash (Definition of Culture; Changing Culture) as well as with many law firms.

He has worked with media such as the BBC (radio work and selecting and fronting a box set of their “disaster” series) and has written and produced many training videos such as “Drive Smarter” and the extensive “Safety Leadership” series with Baker-media and ‘Crash Course’ (a commercial spin off of the Staffordshire Police speed and safe driving awareness course). He features in “There’s Always a Reason” and “Safety Watch”.

He has written dozens of magazine articles, many academic articles and the books “Affective Safety Management”, “Talking Safety”, “Total Safety Culture”, “Safety Savvy”, “A Definitive Guide to Behavioural Safety” and “A Handbook of Organized Wellbeing”.  

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Are you feeling sleepy? Why sleep is so critical to stay safe! with Rebecca Brossoit, M.S.

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Digging into the latest research in sleep with Rebecca Brossoit M.S. to understand the impact on safety. Exploring strategies to improve sleep and drive the right outcomes for workplaces.

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Real leaders leave a legacy. They capture the hearts and minds of their teams; their origin story puts the safety and well-being of their people first. Great companies ubiquitously have safe, productive operations. For those companies, safety is an investment, not a cost for the C-Suite. It’s a real topic of daily focus. This is The Safety Guru with your host Eric Michrowski, a globally recognized Ops the 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. My name is Eric Michrowski, your host. And today we’re here to talk about incredibly important topic related to safety, which is around sleep. I have with me Rebecca Brossoit, who earned her master’s in industrial organizational psychology from Colorado State University and has a bachelor’s in psychology and a minor in sociology for the University of Massachusetts at Amherst. She’s currently in her final stages in her Ph.D. in psychology and has done a lot of research on employee C’s sleep, health, safety in nature and the exposure in relation to recovery from work stress.

So, I’m really excited to have Rebecca with me. Welcome to our podcast.

Thank you. Thanks for having me.

Excellent. So, your background seems to be really focused on workplace psychology and works. Worker’s sleep. How much sleep do we really need? Is it true that everyone should sleep at least eight hours each night?

Yeah. So, although eight hours is mentioned, a lot is the ideal number. Experts in the sleep field actually recommend that adults should consistently be getting between seven and nine hours of sleep each night. Hmm.

And good to know. So how much people how much sleep do people actually get to?

Unfortunately, a lot of people aren’t getting enough sleep. A study that was conducted by researchers at the CDC. So, the Centers for Disease Control and Prevention found that about a third of Americans are actually sleeping less than seven hours each night.

So sometimes sleep is so sometimes they sleep enough between seven and nine hours, but they don’t feel like I get a good night’s sleep. Why would that be. 

Hmm. OK, so seven or nine hours is the recommendation for the amount of sleep that most adults need. But this recommendation only captures sleep duration and there are other ways to conceptualize sleep beyond just the duration of time spent asleep. So, aspects of sleep quality are also important.

Interesting. So, what is sleep quality?

Sleep quality is what it sounds like. So, it’s how good the quality of your sleep is. Insomnia, symptoms like having trouble falling asleep or difficulty staying asleep throughout the night. Those things reflect sleep quality. Other experiences like waking up, feeling well rested, refreshed or restored are also aspects of sleep quality.

Interesting, and which is more important, the amount of sleep you try to get or the quality of your actual sleep in your opinion.

Good question, but I can’t pick one. They are both important.

I see. So, I have a really busy week and I’m not able to get seven to nine hours of sleep. Can I just catch up on sleep over the weekend? So that’s something I have to do all the time. What’s the risk for me?

OK, so this pattern of sleeping where you don’t get enough sleep throughout the week and then sleep in over the weekend is sometimes referred to as binge sleeping. So, this is a great question, though, and one that researchers are still trying to fully understand. Some studies have found that it can be useful for people to catch up on lost sleep by sleeping and on the weekends and that it may actually be helpful for health-related outcomes. However, many other researchers believe that people who have sleep, debt or an accumulation of poor sleep over time can’t truly make up for that lost sleep.

So, the jury is still out on this. And ultimately, though, catching up on sleep is probably not as beneficial as consistently getting between seven and nine hours each night and having similar bed and wait times each day.

Interesting. So obviously, I live a really busy life. I’m sure a lot of our listeners do the same and have the same challenges. And sometimes it doesn’t seem like sleep should be prioritized over other things. So how important is sleep really in terms of our well-being and also what we’re able to accomplish?

Yeah, so I can relate to sometimes feeling too busy to prioritize sleep. Yeah, definitely. But sleep is really important and should absolutely be prioritized. Insufficient sleep, we know from a lot of research is associated with things like heart disease, diabetes, cancer, reduced immunity and early mortality. So, it is super important. Also, getting enough and getting high quality sleep is related to mental health, wellbeing and the relationships you have with others. It’s also linked to how people perform and act while they’re at work and how they perceive their work.

OK, so you’ve got my attention. Sleep is really important for your health. The last part made sense to when I don’t get sleep or the sufficient amount of sleep, I’m in a really bad mood and can’t get anything done. Probably some of my team members will tell me exactly.

OK, so think about a time when you didn’t sleep well and you are exhausted the next day. Maybe it felt harder to pay attention and perform well at work. Or maybe you were moody when you were interacting with people. Not getting enough or good sleep tends to just make things harder. So, the way I think of it, I care a lot about my work and I care a lot about my life outside of work and believe that prioritizing my sleep will help me be happy and successful in each of these areas of my life.

So, you mentioned that sleep can impact work outcomes. Can you talk more about that? What should organizations company care about when it comes to the worker’s sleep?

Sure. So, there’s a lot of research that has shown that workers who don’t get enough sleep or who get low-quality sleep are at risk for a variety of work-related problems. For example, workers with poor sleep are more likely to get in accidents or be injured while they’re at work. There are even estimates that 13 percent of work injuries can be attributed to sleep-related problems.

Wow. Why is it that sleep influences things like workplace safety?

Good question. This is actually something I explored with my colleagues in a project on construction worker safety that was published a couple of years ago. So, have you ever gone to work and not been able to pay attention to your tasks or other people may be made mistakes or couldn’t remember how to complete a task?

So of course, who hasn’t?

Yeah. So, these experiences are known as workplace cognitive failures. And we explored cognitive failures at work as a link between sleep and workplace safety. And what we found is that one of the reasons construction workers with poor sleep quality reported having more injuries at work and being less compliant with safety protocols is that these workers were also experiencing more cognitive failures. So, lapses in their memory, attention and action while they were at work, that’s really interesting. Are there other reasons why organizations or companies should care about their employee’s sleep?

Yeah, there are a lot more reasons. So poor sleep is linked to worse job performance, being less engaged at work, being less likely to help out your coworkers, and also being more impatient, avoidant or rude towards your coworkers. Insufficient sleep has also been linked to things like unethical or deviant behaviors at work. So, things like cheating or searching the Internet for things that are not related to work, something known as cyber loafing, or even claiming credit for someone else’s work.

And beyond all of these things, workers with poor sleep also tend to report more burnout from their work, lower job satisfaction, and are more likely to think about quitting their job. So, all of these things are really costly to employers. One study estimated that it cost companies over two thousand dollars per employee with insomnia because of lost work time and reduced performance.

Well, that’s a lot of money. What can companies do? But this is something that is beyond what the company should be working or looking at.

Yeah. So, the reality is that one of the main reasons why people experience disrupted sleep is their work. And there’s research on how work hours working overtime shift work schedules and the stress that comes from work can have a negative impact on people’s sleep. However, there is a lot that organizations and companies can do to improve their employee’s sleep.

Like what?

There are a bunch of options. So, in a study that I recently published with my colleagues, we found that nurses and certified nursing assistant with more schedule, control, experience, better sleep, and they were also more satisfied and less likely to think about quitting their job. Similar findings have also been found in another research, too. So, one option would be to provide employees with flexibility and control over their work schedules.

That makes a lot of sense and definitely very consistent with a lot of other research that I’ve seen in terms of giving freedom and flexibility in terms of work scheduling. But what if the work schedule can’t be changed? What other options might exist?

Yeah, so broadly, employer related insurance that provides accessible and affordable health care coverage to employees is one-way employers can help. Likewise, wellness programs are also mutually beneficial for employees and organizations. 

So those are great ideas. What about if an employee came into work and was totally exhausted? What should an employer do with them if the employee is about to start a shift doing safety sensitive work like operating a forklift or machinery? One thing the employer could do would be to simply reassign their job tasks or duties that day and to ensure their safety and the safety of their coworkers. More generally, though, leaders, supervisors and managers can be role models to their employees.

For example, instead of bragging about how little sleep they get, they can talk about how it’s important to. Prioritize sleep, and they can encourage their workers to have healthy sleep behaviors. This idea is known as sleep leadership and it’s been effective in military settings and is likely useful in other contexts, too. And supervisors and managers, they’re in a position where they can help employees modify their schedules and their workloads, which can have a positive influence on their employee sleep.

In addition to this, some companies, particularly those with shift workers, tend to have spaces where workers can go to take short naps during their work break. So, this is another option that could help prevent sleepiness or fatigue throughout the workday.

I love your example in terms of sleep leadership. I think that’s a really good example in terms of your role modeling, what good looks like. So, if you’re if our listener is an employee rather than an employer, what can they do to improve their sleep?

Yeah, so if you’re an employee but not the employer, there are a lot of things you can do. So, as I mentioned earlier, striving for seven to nine hours of sleep each night with consistent bed and wait times is one thing you can do. In addition to this, similar to housekeeping, food, diaries or logging, fitness can increase your awareness of your diet and exercise. Tracking sleep may also be helpful for some people. You can do this with a wearable tracker like a Fitbit or simply a pen and paper and just keep track of when you go to sleep, when you wake up and how long you sleep each night.

That’s a really good idea. A good example. I think there’s even apps that help you with doing that on an iPhone. I think they’ve added some sleep apps on that side. So those are really good ideas. Is there anything else people can do?

Oh, yeah, there are a number of other things people can do to improve their sleep. Something even as simple as just reducing the amount of caffeine you consume later in the day can be helpful. Things like exercising can be really helpful for sleeping better, though. It’s not helpful if it’s done right before bedtime because this can actually make it harder to unwind and fall asleep. Other things like refraining from working in bed can be helpful so your brain can associate your bed with sleeping rather than working.

Another thing that can be helpful is having a relaxing bedtime routine where you do a similar calming activity to unwind before bed each night.

What about alcohol? Does that help you sleep because it’s a depressant?

No, alcohol makes it easier to fall asleep. This is a really common question that people tend to ask a lot. But what alcohol does is it makes it easier to fall asleep, but it actually disrupts important sleep stages like REM or rapid eye movement sleep. So, you should probably skip the nightcap and opt for something else. I like sleepy time.

I see people wearing those blue light glasses, those help with sleep.

OK, so the idea behind the blue light glasses is that electronics emit blue light and this type of light has been linked with problems sleeping. So, it makes sense to think that glasses that block out some of the blue light would help sleep. However, this is a hotly debated topic right now, and there’s disagreement about whether the blue light glasses really help some people think they do something they do, but it’s just a placebo effect and others think they don’t have help at all until we know for sure.

And easier and more affordable way to improve sleep would be to simply refrain from using electronics like your phone, laptop or television close to bedtime. Instead, you could try using fewer stimulating activities that are free from blue light. So, reading a paperback book, meditating, listening to music or a podcast or do other things like that to unwind before bed.

Hmm. And what if your boss is emailing you late at night and you feel like you need to respond?

Good question. Feeling an urge to immediately respond to a work-related email. Describe something we call Tella pressure in the research, literature and research has found links between this idea of Tella pressure and the experience of pressure in your sleep. So, setting expectations about the use of technology outside of work and outside of work hours and preferred response times to things like emails is another way that supervisors and managers can help their employees get better sleep.

That’s a good point. And I’ve heard some leaders also share some guidance around what their expectations are and see more and more people as well using the Dilates method. So, they could be sending the email. But if they want to make sure somebody doesn’t jump on something right away, dilator, perhaps the next morning.

Yeah, that’s a great example.

So where should employees or employees go if they want to learn more about sleep?

There are a lot of options. Primary care physicians are a great resource for people who have concerns about their sleep. But for more general information, the National Sleep Foundation, an American Academy for Sleep Medicine, both have helpful articles about sleep on their websites, another resource that might be helpful for employers as a recent white paper on why poor employee sleep is bad for business. This was. Sponsored by the Society of Industrial Organizational Psychology, also known as SIOP, which is the field that I’m in and can be found on their website, that was super interesting. 

Thank you so much for coming on our podcast. Definitely a lot of important themes that too many people prioritize. I know, especially in these really challenging times that we’re in right now, a lot of people are starting to try to get more done, myself included. And sometimes that puts pressure against the quality of our sleep or as you said as well, the duration of our sleep. So really important topic. And I’ve seen in a lot of organizations where it becomes a subtle theme that starts emerging within the workforce and becomes really dangerous, just like people driving drunk or we’re coming to work drunk is you don’t necessarily have the ability to focus on the work that you have in front of you.

So, thank you so much for coming in to share some of these data points and try to share and popularize a lot more of that information for people, because I think too few organizations. But sleep on their corporate agenda, huh?

Yeah, I agree. Thank you so much for having me.

Thank you for listening to The Safety Guru on C-Suite Radio. Leave a legacy to distinguish yourself from the pack, grow your success, capture the hearts and minds of your team’s Fuel your future. Come back in two weeks for the next episode. Or listen to our sister show with the Ops Guru Eric Michrowski.

ABOUT THE GUEST

Rebecca Brossoit earned her M.S. in Industrial and Organizational (I/O) Psychology from Colorado State University (CSU) in 2017 and she is currently in the final stages of her PhD in I/O Psychology at CSU. Her research interests include employee sleep, health, and safety, nature exposure in relation to recovery from work stress, the work-family interface, and workplace interventions. Becca has published research related to the use of physiological measures in I/O and OB research, the interplay between work, nonwork, and sleep in a person’s life, the impact of poor sleep on construction workers’ safety, the role of fatigue for on-demand drivers (e.g., Uber drivers) in the gig economy, and the influence of schedule control on healthcare workers’ sleep and job attitudes. She is also involved in a sleep and work-family intervention study with service members and leaders in the National Guard.

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