TRANSFORMATIONAL SAFETY^® LEADERSHIP

In the world of safety "invisibility" is not a leadership trait that we should be aspiring to. You can often identify invisible safety leaders by the sheer fact that you never seem to be able to find them around when safety matters arise.

We know from myriads of organisational research that this leadership trait provides a negative impact on the organisation's safety culture. Organisations that demonstrate significant behaviours of avoidance such as that indicated by The Invisible Man contribute directly to dangerous workplaces. Unlike other constructs, there is no optimal level of invisible behaviour - any amount creates risk. The Invisible Man represents complete disengagement from safety leadership responsibilities, leaving others to fill the void that should be occupied by active leadership presence.

What is it that a Fireman does? They sit in their fire station doing whatever they do in there. It is only when there is a fire that you see the "rubber on the road". It might be said that a fireman is for the most part "hard to find"; although they do pop-up when there is a safety incident that demands their attention. When things have settled down they disappear back to the fire station.

Like the Invisible Man it can be shown that organisations full of Firemen are likely to be defined as "at risk". This reactive approach to safety leadership creates cultures where people wait for problems to occur rather than working proactively to prevent them. We want to see minimal fireman-like safety leadership behaviours within the organisation.

What is it that a Policeman does? Their primary attention is on looking for breaches of the law etc. In the Transformational Safety® Leadership System "policemen" are about ensuring that we are following regulations, SOP's, work instructions etc.

When you look at the Matrix you shall notice something a little different. We actually do want police-like leadership behaviours demonstrated by our safety leaders although we need to be careful we are not doing it "too much". In strongly autocratic police like cultures we find people complying with SOP's etc only when they feel "watched". Too much "policing" also destroys initiative and thinking within the minds of staff; something which we actually want to encourage in the safest of cultures.

"Dealing" is arguably the fundamental basis upon which most of our organisations are based. It explores aspects of safety leadership behaviours that are consistent literally with doing deals. That may seem a little abstract yet we do this all the time. Consider that most of us go to work and expect to be paid for what we do. In other words, we have a fundamental relationship with our employer that is based on "doing a deal" from the very beginning.

Within some safety systems there are aspects of "reward"; e.g. the safety points systems, the safety "bingo's" etc. and they have been shown to have some efficacy. Dealing within a safety culture works; probably because it is something which we fundamentally understand. As indicated we do it all the time, both at work and at home. Like policing though we can do it too much. If something is about getting something back, particularly material, for anything we do we become very mercenary in our approach. We also create cultures that are strongly demarcated; which, in itself, can create large safety holes within the safety system.

What is it that Knights have been known for, particularly in medieval times? Hopefully you are thinking about a person who is highly ethical and practices what they preach, leads by example, and "walks the talk". To some degree Knights might also stand out from the crowd (though not always).

The Knight is the first of the Transformational Safety® Leadership constructs. We actually cannot experience too much Transformational Safety® Leadership behaviours within our work experience. Ideally, we wish to see a consistent demonstration of Transformational Safety® Leadership behaviours peppered through the culture of the organisation. The Knight demonstrates unwavering integrity in safety matters and serves as a role model whose actions consistently align with their stated safety values and beliefs.

This Transformational Safety construct pretty much speaks for itself. Cultures demonstrating the very important "caring" behaviours show people who actually know each other beyond the superficial "masks" that many of us initially wear at work. Caring safety leadership is further indicated by safety leaders who are genuinely interested and concerned about the contributions of their followers.

Caring Transformational Safety® Leaders go out of their way to treat their followers as individuals. There is definitely no "pack" mentality in the minds of these leaders. The "caring" leader is trusted by their followers. People within the business know they can approach people within this culture without fear of retribution. They know that outcomes shall be fair and equitable.

Innovation is about thinking. It is about actively promoting and encouraging a culture of learning at both the individual and group level. Safety Leaders who demonstrate an innovative style are regularly challenging their followers to develop solutions to safety issues themselves or in partnership with their colleagues. It is NOT about telling how things "should" or "must" be done. The Thinker demonstrates trust in the intellectual development of their people.

The Thinker asks probing questions that stimulate creative problem-solving and challenges assumptions about existing safety practices. In the safety world continuous improvement is gained by having a transformational balance of innovation within safety development.

The Motivator is exactly as it sounds. It is about safety leadership behaviours that are dynamic in motivating followers toward improved safety performance. Leaders who demonstrate behaviours consistent with The Motivator are powerfully positive about the safety journey and are inspirational in their approach to safety.

They often mix their "motivational' behaviours with those attached to "innovation". Such organisations often find their safety systems respond exothermically to such behaviours. The Motivator brings energy and enthusiasm that lifts people's spirits and creates excitement about working safely. Their dynamic approach helps people see safety not as a burden but as an inspiring journey toward excellence.

The Missionary is all about "let's get this done together" with an unwavering sense of purpose. Heavily mission-focused in their approach, they demonstrate a profound belief that safety is not just a job requirement but a fundamental calling that defines who we are as an organisation.

They advocate a great deal of confidence that the safety goals of the business are achievable through collective commitment to shared values. The Missionary demonstrates a strong sense of sacred purpose about safety, and are sometimes thought of as being a bit zealous or "over the top" about safety values. This sense of dedication is often understood and respected as followers can clearly see the genuine conviction and moral commitment to safe outcomes that The Missionary demonstrates.