Getting Executive Buy-In

There is an old axiom which says, “As goes the head so goes the body.” Therefore I posit that a safety program without the commitment of management will not be successful. I say this because my experiences in safety have taught me that when leadership has not bought into a safety program, that program will fail.

This failure comes from several factors; most significantly, a lack of resources. Because leadership is not onboard they fail to provide the personnel, the time, or the financial resources needed to ensure success. Other factors are related to management’s decisions, priorities or behaviors. This is demonstrated by their misbehaving or working under priorities that are in conflict with the organization’s safety paradigm. Those priorities will cause line supervisors to push the safety envelope and cut corners, take shortcuts, or hurry the worker.

Misbehavior is demonstrated by leadership’s inappropriate reaction to incidents. Getting angry at results or rushing investigation teams will short-circuit investigations and cause analysis processes. Lastly, there is often a failure to establish clear expectations and accountabilities. In fact, such leadership practices may even reward shortcuts by advancing those persons who just “Git-er-done” without examining how they actually “Got-er-did.”

Because of this it is imperative that executive buy-in be established first. With that said, too many times have I seen safety pro’s making the mistake of pushing the “Safety first” message when it should unquestionably be “Safe-operations first.”

Safety and operations are interdependent; one is useless without the other. To get your buy-in, build a business case focused on enterprise risk. Taking a risk perspective communicates the safety benefit message in the language frequently used by the top brass, so they will certainly relate to it better. You must reinforce the cost benefits and the gains they will see in employee retention, production, and mechanical integrity programs.

After they give you their blessing, through coaching and influence you will need to ensure that all leaders and supervisors exhibit—through word and deed—a consistent safety message. Then through collaboration with all stakeholders (including line supervisors and end users), ensure that processes and policies which establish clear expectations and accountabilities are developed. Remember, all output must reinforce a consistent safety message from the top down.

Lastly, and here’s the hard part—make sure you are not viewed as an obstructionist. Look to solve problems. Never just say “no we can’t do that,” but find a way to help operations meet their objectives safely. This is the essence of safe-operations. Without complete surrender, help them see that you are on their team.

Just remind yourself:  if it can be made safe to jump from an airplane with the right procedures, training, and equipment, then there is a way to make this job safe.

I trust you found this article to be helpful. To learn more, contact me. below

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