“An empowered organisation is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organisational success.”
Stephen Covey

It is largely to do with the organizational culture.

I recently attended a networking meeting where the speaker gave a very impassioned talk on his views on H&S. The ensuing debate brought a number of points for me.

Whilst I was delivering a leadership programme to a well known, well-recognized organisation the topic of reinforcing good behaviour was raised.

I was astounded to find that, despite the correct intention from upon high to report all close calls and near misses, a level (or levels) of management between the Board and the practitioners that had set targets for reporting such instances. As the Board members were seeing dashboard summaries, it was reasonable for them to believe that the initiative was working.

The workforce, equally astounded responded by overloading the reporting system with such things as dirty cups in kitchen sinks, and use of dispensed plastic cups from vending machines.

Clearly, in this case, the intent was correct but the execution left something to be desired. Something was lost in translation.

Of greater concern was the damaging effect that this unofficial policy had on people’s attitude to H&S. It became a joke. This was not good, as the practitioners work in an inherently dangerous environment where safety critical behaviour is one if not the greatest method of managing safely.

Clearly the organisational culture was flawed in that the intermediate management structure thought it more important to set targets in order to be seen to be successful at implementing Board policy.

Another anecdote (in a different business) reported that the delivery and installation of machinery was “impeded” by a junior manager who asked to see the method statement and risk assessment. His requests were brushed aside – for reasons of “speed and efficiency “. The receiving company did nothing to support the employee who, unsurprisingly left shortly after.

These two are examples of scant regard for well-intentioned attitudes and procedures. This happens in businesses of all sizes. The larger the business, the greater the challenges are to ensure that the policies, procedures and behaviours support the staff and have the intended effect.

This reminds me of the story about four people named Everybody, Somebody, Anybody and Nobody. There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have.

Inevitably, having the appropriate organisational culture is critical if everybody is to take Health & Safety seriously.

All Change:

Rob Knowles

Cubet delivers results by working with people (individuals, teams) to improve.As a result, the organisation always develops and delivers improved products and services.

Acting as a Critical Friend it brings challenge enabling you andyour people to achieve clarity and increased confidence by unlocking your and their potential potential.

It enables effective change. Most recently it has provided effective improvement through people to, among others. the National Skills Academy Process Industries, Remploy, Enterprise Employment and Training CIC, Nurture for Growth and Horizon Community Development Ltd and Benchmark Training Ltd.

Cubet is currently working with Stallard Kane, B&G HR, Knapton Wright, Papini, Unload and E-Mentor and the University of Lincoln.

Amongst Cubet's successfully delivered programmes are:
Addressing Workplace Silos
Advanced Communications
Coaching & Mentoring
Competence, Development & Management
Design & Delivery of Individual, Team deevlopment Programmes
Effective Change Programmes
Generating Ideas
Innovation isn’t Rocket Science
Mindsets, Mindfulness & Resilience
Relationship Management & Development
Support for newly promoted line managers
Team Building
Team Leader Development Programmes
Understanding and Implementing Competence Systems
Understanding and Managing Risk
Understanding and Implementing and Managing Change
Understanding Managaging and Maintaining Relationships
All Change:

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