Take charge, be an agent for change 🤝🏻

How many of you have heard, or maybe even said/used something like:

"Only senior leadership can make changes"

**Insert throwing your hands up in the air**

I have, you have, most of us have.

Today I am encouraging you to do a couple of things around this specific statement.

1. First and most importantly, quit using this statement.

There is a misconception in our conventional wisdom that only senior leaders make meaningful changes. Part of this is true, well really, a lot of it is. If senior leaders want to drive the business into the ground, there isn't a lot the employees can do about that. But that is obviously on the extreme end of things. I'm less concerned about the words as I am in what context they are said, to whom its said and the mindset is creates.

Senior leaders are the ones with the power, but are they the ones with the most influence?

Who would you say is more influential to you and your day to day? The CEO, or your manager?

I consider this statement in many cases a cop out. "We'll they won't give me what I need", or "there's non money in it, so that's that".

If you think back to my posts about Energy (see "Tackling Problems with Energy Leadership below), this is a very Level 1 or 2 energy. That is, taking the stance of being the victim, negative and that the world is out to get them. What I am trying to do here is convey to you that the role we play in the organization is not in competition with, but in conjunction to our decision makers. Even the notion of this statement alone undermines our potential impact and stifles the collective responsibility we all share in creating safer workplaces. So you're telling me there's nothing we can do? That's it? Senior leaders aren't bought in so it ends there? Who's to say your solution is the best one? There are many solutions, why can't we try a different one until everyone is satisfied with the outcome?

Yes, they hold the reigns to our direction. Yes, they are often times the final say in any important decisions. I get all of that and I am not trying to underplay the level of influence and power they have. But what I am trying to convey is in our position we can and should use our platform to be an agent for change even in the face of adversity. Culturally, we can influence, guide and steer where we should be headed without every element in place. Every project or situation is not going to be perfect but we do the best we can culturally to stay positive, direct a desired outcome and not allow the decision of a few affect the many.

2. Recognize and embrace the position we have

We play a crucial role in more than just advising on safer workplaces. We are armed with the expertise, knowledge and deep understanding with the risks involved. But many of us have a unique skill set in people and relationship management. Many of us getting into this profession are fully aware of our need to build our own soft skills around relationships. We are placed in direct contact with employees and we learn to build trust-based relationships with them. Secondary to that is our massaging and inspiring behavioral change. With such influence, it becomes evident that we have the power to drive transformational change even in the face of adversity.

A lot of us are never going to get the best equipment, the biggest budget, the greatest systems. What stays constant is us. What we can build is trust. What we can emphasize is our influence.

Also...

Remember the notion, "safety is everyone's responsibility?"

Being that the case, when did it now only become senior leaders responsibility?

Creating a safe working environment is not the sole responsibility of one group, nor is maintaining it. This is a shared duty that extends to all individuals. We should all embrace our roles as catalyzers for change and encourage others to join the cause and take responsibility.

Senior leaders don't give you the money you need? Fine. Make do with what you have.

They won't replace this equipment? That just means we have to take the extra steps to be safer than we otherwise would need to be.

They won't sign off on a new process? Fine. Use what is existing and iterate until it achieves what you want.

This doesn't need to be adversarial as much as it can be an opportunity to grow with your partners. Collaboration in the face of adversity only works to strengthen relationships, not worsen them. Every employee has a unique perspective and valuable insights that can contribute. When things get harder, leverage them more, not less. Don't give up when you hear no. Find a new way to solicit a yes, or find a new way where you don't have to ask at all. Work directly with those affected to make change yourselves. You have the opportunity to foster a culture of collaboration and inclusivity, of which you can work together with collective wisdom to improve standards of working.

3. Not to mention, this statement perpetuates a culture of complacency.

It is crucial to challenge this notion and encourage everyone within the organization to take an active role in safety improvement. By doing so, we create an environment where individuals at all levels feel empowered to raise concerns, suggest improvements, and actively participate in creating a safer workplace. This mindset shift can lead to a positive ripple effect, fostering a culture of continuous improvement and making safety a core value.

Holding this statement true leaves the culture stagnant where employees become passive spectators rather than active contributors. This kind of complacency stifles creativity, prevents fresh ideas from emerging and ultimately makes things much less safe. By restricting change-making (even if you are just saying it), to a select few, organizations miss out on the wealth of perspectives and expertise.

Complacency breeds a sense of learned helplessness among employees, discouraging them from seeking solutions to challenges or address potential risks. When individuals believe that change is beyond their reach, they become less inclined to identify and report issues, further exacerbating the problems. By widening the pool of change-makers, organizations tap into a broader problem-solving capacity, enabling them to tackle issues swiftly and effectively.

A complacent culture inhibits learning and growth. When employees are not actively engaged in change initiatives, they miss out on valuable opportunities for professional development and skill enhancement. By involving employees in the change process, organizations foster a learning environment where individuals can acquire new knowledge, develop critical thinking skills, and grow both personally and professionally. Involving employees in driving change fosters a sense of purpose and engagement, igniting their passion for improvement and creating a safe and healthy work environment.

Final thoughts:

I'm not so concerned with the phrase as much as I am the meaning behind it and the ripple effects it takes on. If its used sparingly, then yes, in most cases this is true. But if it is constantly used as a cudgel then its not helpful, in fact its harmful to the greater organization.

The notion that "only senior leaders can make changes" is an unhelpful and limiting mindset that undermines the potential impact of safety professionals. It is crucial to recognize that every individual within an organization has a duty to make change and foster a safer workplace. By empowering safety professionals and embracing a collective responsibility for safety, organizations can create a culture of continuous improvement, where every employee is actively engaged in creating a safer and more secure working environment. Together, we can break free from the confines of this myth.