Less than four, influencing your team to make safety the priority. So we're going to start with team members stopping what they're doing to attend to safety. So that's the next one we're going to look at. So one of the observable behaviors that you should be able to see if you look around your factory, if you look around your office, if you look around your warehouse, your distribution center, when you look around that workplace, are you seeing team members stopping what they're doing to attend to safety, obviously, when required? So how do you influence team members to when required stop what they're doing and attend to some safety requirement. Again, I'm going to list these I will read them quickly.

And then I'm going to look at them step by step with you to think About what you need to be doing in order to influence people in this very specific area. So one is to simply tell individuals that safety is your personal priority. empower individuals to know that they can stop what they're doing, and attend to safety. give someone positive feedback when you see them stopping to attend to safety. Asking questions if you don't see somebody stopping for a safety reason, when actually they should be. So let's have a look at the first one, telling individuals that safety is your personal priority.

And it's really as simple as that. It sounds so obvious that you wouldn't even think about it, but do you do it? Do you actually tell people that yeah, it's important to get this to the customer. Yeah, it's important that we deliver for the customer. But the most important thing is that you don't hurt yourself while you're doing it. Safety is my priority.

Now, this point, some of you will be saying, Oh, yeah, well, that's all very well, you know, it's not what you say is what you do. Of course, of course, it's important to demonstrate that you believe this, and you're not just saying it. But say it as well. So actually use those words, safety is my priority. Now what that does, it does a few things. One is that it sends the message to your team, your rights, that you're going to need to prove that you mean it.

But the other thing it does is it puts a little bit of added pressure on you to make sure that you do live up to that statement. If you said it, you're going to have to show it. So you should be aware of that and that helps to Perhaps give you a second thought when you were going to let somebody get away with something. Or if you were going to, perhaps turn a blind eye to something that you knew was going on. So tell people let people know that you believe that safety is a priority. So another way that you can influence your team is to empower individuals to know that they can stop what they're doing.

And that can apply to lots of different situations. So do your team members know it's okay to stop and sort out that issue, that could be a safety problem. to sort out that protective clothing that they actually know they need to sort out to sort out that issue on the machine that actually they should shut sort out right now, to stop in their journey so that they can sort out that safety issue with the truck. To attend to that piece of equipment in the warehouse that they know is actually causing a bit of a hazard. Do they know that they're allowed to stop, and that they're able to stop in order to do that. So in order to make that happen, you need to think about the equipment that might be required.

Now in the manufacturing sector, sometimes you have something called an Amazon cord. Now, an Amazon cord is literally a cord that goes all the way across the top of a production line. And it means that anybody on that line is able to pull on the cord, and that will stop the line. Now, I've worked in manufacturing for quite a long time and I know that there can be a real pressure that actually the line cannot stop, you know, don't stop the line. You must keep the line going. And as long as we're seeing product go past our arm On that production line, then we feel everything's okay.

Now that can be quite dangerous because it means that people feel unable to actually say stop, there's a problem. Now, the and on cord isn't used just for safety. It's also used for quality. But you have a real empowerment there anybody on the line, any operator can stop the line, either for a quality issue or a safety issue. And of course, safety is even more important than quality. So is there some way for people to stop what they're doing, whether that's a literal and on cord, or something similar that they know what they need to do in order to stop what's happening.

It might be that you need to train people in what that process is. and ensure that everybody knows this, and you won't tolerate any negative feedback by others. So if people are stopping things because there's a safety issue, then again, we don't want any negative feedback for that. That's good that they stopped it. Even if it turns out that actually, there wasn't a problem, after all, better to do that then actually hurt somebody. So have a way of stopping what they're doing legitimately, and making that possible for people to follow that procedure.

So you may remember from the base course, that we talked about the bystander effect. And this is the idea that people sometimes walk past things that are dangerous, or that somebody is in trouble. They'll just walk past and not do anything about it. And we want to create a mentality, a culture within our team that no one walked past that we don't see something and just turn a blind eye that we do something about it. So we need to be where the bystander effect it's easy for people to get into a habit, where they really don't want to see it, because if they see it, they've got to do something about it. So this man walking past this banana skin, by Sandra fat might be well, you know, there's lots of other people walking by right now, I don't want to do it.

But actually we want a call to where the person will pick that up and put the hazard somewhere safe. So one important way to deal with this is to set the example so if you see something unsafe, you'll attend to it straight away. And you can also use that phrase, no one walked past. We don't turn a blind eye. We don't walk past here, we do something about it. So have that mentality, reinforce it by what you do, and by what you say.

So you're setting the example very important. Positive feedback when you see it happening. Again, as we talked about on the safety checks, If you see somebody stopping what they're doing, because there's a safety issue, and they need to attend to it, positive feedback. Hey, Bob, I noticed you had to stop because of the issues that you'd had. Thank you for doing that. I was pleased that you were willing to stop what you were doing, and pay attention to that safety issue.

So just simple. When you see it happening, give some positive reinforcement and positive feedback. The opposite of that, of course, is if they walk past and you see them walk past, bring them back. Hey, I noticed you just walked past that. Why did you do that? So you're actually questioning why they're not intervening why they're not doing something about it.

So as we can see, we're going down this list, looking at specific behaviors that we will be observing in a culture of safety. And one by one, we're looking at what you can do as a manager and a leader to influence people's behavior in those areas. And that's what we're going to look at is everyone wearing the correct peepee or protective clothing all of the time, whenever they should be wearing it, they are wearing it. So how do you influence everyone to wear the protective clothing that they need to be wearing all of the time. Again, we're going to list these and then look at them in more detail individually. So firstly, have clear standards.

Train out the standards on how to wear it. Set the example and show others set the example including senior managers make it as easy and convenient as possible and how you respond violations will have an impact on whether people continue to wear the PP. Positively feedback when you see it done correctly. So let's have a look at each one of these in more detail now. So have clear standards. So here's a picture of the correct PPA, how it should be worn, what should be worn, how it shouldn't be wore.

There's lots of standard signage you can buy for these sorts of things, and that's probably a requirement. So just have really clear standards. As you notice on those pictures, they are visual. So even if you don't read English or they're in a language that you don't understand, it's fine because you don't need to be able to read that language to understand the pictures. So have visual pictograms, so that people are Understand what the standards are. And yeah, this isn't how you wear it.

This is how you wear it often good to show that because they'll be common things that people will get wrong. And it's really good to make sure that they understand that you're aware that some people do that. That's not how we wear it. So as a manager, as a supervisor, as a leader, are you setting the example surface area that should be wearing ear protection? Do you always wear it? If there's an area where you should be wearing a high vis vest?

Do you always wear it? Again, it really sounds obvious. But how often do you see the manager just taking that quick shortcut? Or just doing that thing that actually they shouldn't be doing? So are you doing it so wearing PPA includes you, as a manager as a leader, the example you set calm overestimate the importance of that. So if anybody should be blameless in this area, it's you.

The other area that can be a bit tricky is with other managers, including senior managers, possibly your boss. So your boss comes down to have a look at the yard, or to observe something happening in the warehouse, or the factory, or the office, whatever it is, and there's a bit of pee pee that she or he should be wearing, and then not wearing it. How would you respond to that as a manager, as a supervisor, so it's your boss, but how are you going to respond to that? So obviously, that's one of those moments where it can be a career defining discussion, but it's really about having that conversation. So are you able to speak to that senior manager and just made the point actually, you should be wearing These ear protectors in this area. Thank you very much.

Here they are, you can wear them. So well, that's not always easy, but important because again, that will set the example. So you might be doing everything right. But if your boss doesn't, then again, people will look at that and think, well, if she doesn't do it, why should I? He doesn't do Why should I? So another way of influencing people to wear the correct PP, all the time, is making sure that it's as easy and convenient as possible.

So this is a bit of an old chestnut of mine an area that I do get frustrated sometimes. I understand that pee pee can be expensive, and if it gets overused, then obviously there's a cost associated with that. But it can get ridiculous where you need earplugs but you can't find any because there's now a system in place where you have to sign a form or it's in a locked cupboard, which means you have to go and find the person With the key to then open the cupboard for you to get that pp. Well, if you're doing that, then you're likely to be creating an environment where people don't have the time or can't be bothered or go get disheartened to actually use the correct equipment or clothing. So make it as easy and convenient as possible. Now, clearly, there may need to be a system to avoid running out all the time.

But be very careful before you start putting barriers in the way for people to be able to get the PP that they need. So how do you respond to violations of not wearing the correct PBE? So I've already hinted at this when we talked about safety checks or stopping to attend to safety. Same principle applies really. So we mentioned before about tough love, not tolerating failure to wear pp. So if people I refuse to wear it or continually not wear it, then we need to be demonstrating that we take this seriously.

Again, we're not talking about bullying, but we are talking about going through a process to make sure that people understand the seriousness of not wearing the PPA. So depending upon the severity of the violation, and we mentioned this earlier that a severe infraction could be repeated refusals to do it properly or could be a single instance. Depending upon the severity, we might start with some informal discussion, informal warning, and then we might need to escalate it as necessary. But you cannot simply give warnings forever if people are continually breaking the rules on health and safety. You simply cannot accept that behavior. And there may need to be a process that you go through where there are disciplinary procedures taken across the other side of the story very important to positive feedback when you see it done correctly.

So again, take the time to feedback on the correct usage of PPA. Seek out somebody who's wearing it properly and just commend them on their proper use of PPA. It's easy. It doesn't take very long to do, but it just reinforces the importance of wearing that protective clothing.