There’s a lot of good advice on what a leader needs to do in order to be a great safety leader. We’re told to give more feedback, to create the right involvement opportunities, to demonstrate credibility, and so on. These are all great things — and research shows that leadership practices do matter. But what we intend and what we do are seldom aligned.

Safety leadership must extend beyond initiatives and numbers and be personal. How a leader acts and responds to situations, involving people and principles, is what is most remembered. To do the right thing (for everyone) in these situations requires an emotional commitment to safety. In other words, to lead safety well, leaders first need to care about it.

In this webinar we discussed:

• Safety as a value: not what it should mean, but what it actually means.
• How this value drives our decisions, actions, and communications.
• How actions influence cultural safety perceptions.
• What employees should know about a leader’s belief in safety, and how best to communicate that belief.

On April 30, BST’s Senior Vice President Jim Spigener discussed how great leaders become great safety leaders by identifying safety as a value, making the connection between safety and an emotional commitment, and addressing how to effectively communicate and act on that commitment.

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