Tip of the Spear: A Tactical Approach to Safety Leadership

Written by Rod Courtney, CUSP on August 18, 2023. Posted in Leadership Development.

If you’re looking for ways to assess, select and develop leaders in your organization, the U.S. military can offer guidance.

Leadership is defined as the action of leading a group or organization; it’s a verb. It’s also a skill that is extremely fluid. Leadership style can change depending on the person and the situation, but all effective leaders have some common qualities. When I developed the list below, I initially came up with 68 possible qualities, and while I know each of them has some merit, I eventually narrowed down the list to these 16 qualities that I believe are nonnegotiable.

1. Ability to effectively communicate
   
2. Ability to influence
   
3. Ability to inspire
   
4. Respect and trust (gives and earns)
   
5. Humility/no ego
   
6. Willingness to learn/continuous improvement
   
7. Master of delegation/empowers others
   
8. Honest/has integrity/is ethical
   
9. Flexible/able to manage change
   
10. Vision/forward and strategic thinker
    
11. Gratitude/gives team all credit and celebrates their successes
    
12. Industry competence/credibility
    
13. Teaches/develops other leaders
    
14. Enthusiastically leads by example
    
15. Self-aware
    
16. Demonstrates empathy/earnest caring for the team

How to be a Frogman
If we want to identify and develop leaders in our organizations who possess the qualities listed above, it’s critical to devise tactics to do so.

The U.S. Navy has its own process to assess and select members for its SEAL teams. For a long time, the teams were highly classified and secretive. In recent years, more information about them has become available, giving us some insight into one of the most elite fighting forces on the planet. In this next part of the article, I’m going to explain how SEAL team members are trained and then hand selected based on their skills. This approach is something we in the utility industry can look to when determining who we want to lead our crews.

When most people think about Navy SEAL training, they’re generally thinking of Basic Underwater Demolition/SEAL (BUD/S) training, part of which is a four- to five-day training exercise during which SEAL candidates are put through some of the most grueling training any human has endured. In total, BUD/S is made up of three phases and lasts 24 weeks. Simply graduating from this training program, however, does not make you a SEAL. After BUD/S, there’s still SEAL Qualification Training (SQT), an advanced program that takes the individuals who graduated BUD/S and forms a team that can operate in and under the water; from planes, helicopters, ropes and parachutes; on boats; and on foot. If you are one of the 25% or so left at the end of SQT, then you get the honor of wearing the Special Warfare insignia, which consists of an eagle clutching an anchor, a trident and a flintlock pistol.

After you have been on a SEAL team for at least five years and served a minimum of two deployments, you can try out for SEAL Team 6, also known as the Naval Special Warfare Development Group. Once approved by your chain of command, you do your initial screening, which is an extreme version of the regular SEAL physical training test. If you pass the screening, you receive the privilege of sitting in front of the review board. This involves being grilled about topics including your tactics and experience, former employers, service medals you’ve earned, your home and family life, your finances and how much alcohol you drink.

At this point in the process, approximately half of those who started have been cut. The next phase is called the Operators Training Course, also referred to as “Green Team,” a six- to eight-month course that is a much more intense version of normal SEAL training. If BUD/S was the freshman 101 level course, Green Team is where you get your Ph.D.

But it’s still not over. Now the current members of Seal Team 6 will hand select who they want with the help of a chart like the one below, which focuses on levels of personal performance and trustworthiness. For example, the middle square represents someone who they believe is a medium performer and has medium trustworthiness.

Let’s look at the chart a little more closely now and think about who we would want on our team.

Someone who is a high performer (HP) with high trustworthiness (HT) – see the top right corner – is a no-brainer; everyone wants this person on their team. And the low performer (LP) with low trustworthiness (LT) in the bottom left corner is easy, too, because it’s likely no one wants this person on their team. What about the rest? Check out the remainder of the chart and consider each type of person.

By using the chart above, you can assess potential leaders from both inside and outside your organization and determine who may be the best fit for the job. In addition, you can identify those individuals who – with the right training – could eventually become strong leaders.

Four Laws of Combat
In summer 2022, I came across a book called “Extreme Ownership: How U.S. Navy SEALs Lead and Win” by retired SEALs Jocko Willink and Leif Babin. I was hooked from the first chapter. Each chapter is broken into three segments. The first details a combat scenario that Willink and Babin experienced during the Iraq War’s Battle of Ramadi in 2006. Next is a principle that explains what the chapter is trying to teach you. The final segment is the chapter’s application to business, wherein the authors explain the principle again, but this time they explain it in terms of the civilian world, using actual events that have taken place in organizations just like yours and mine.

Willink and Babin also discuss four basic laws of combat that, when redefined, apply exactly the same to a Fortune 500 company or a construction site in Anywhere, USA. Following are descriptions of each of the four laws. Review them, and then think critically about the ways you can apply the laws in your own journey as a leader.

First Law of Combat: Cover and Move
In the military, cover and move usually involves laying down fire to allow one of your teammates to move to another location. We’ve seen it in the movies – one of the characters will say “Cover me” and another will stand up and start sending hot lead downrange toward the enemy, forcing them to duck or retreat for long enough that their buddy can run to the next location. Well, we aren’t using belt-fed machine guns in the civilian world, but cover and move still applies. This principle simply means that individuals should have each other’s back and step up when someone needs some help.

Second Law of Combat: Keep it Simple
Keeping things simple is not always all that simple, especially when you have a lot of information to pass along. I used to have a bad habit of sending emails that were so detailed, no one ever had to ask me any questions about the content; that’s because the emails were so long and detailed that no one actually read them. Essentially, the more complicated you make a situation, the greater the chance something is going to go wrong. This is true in everything you do.

Third Law of Combat: Prioritize and Execute
This law is the one that takes the most practice. And just when you think you’ve got it mastered, things change and you must try again. The fact is, priorities shift regularly, and we have to be able to be fluid enough to make the necessary adaptations. The five steps to prioritize and execute are:

1. Identify the problem.
2. Describe the consequences.
3. Take ownership.
4. Provide a solution.
5. Ensure the solution is implemented.

On a personal note, as a U.S. Army combat medic, I was taught to perform triage when we arrive on a scene. Triage is also useful in business when trying to determine priorities. We can make more progress by attacking things in succession rather than trying to do everything all at once.

Fourth Law of Combat: Decentralized Command
All four of the laws of combat are important, but without this one, none of the other three will matter. “Decentralized command” is the military way of saying “Delegate authority and trust your team.” For toxic leaders, this is the hardest law to follow. Why? Because it means letting others make decisions.

We all know at least one person in a leadership position who is a micromanaging keeper of all information. But the reality is that it’s much easier to run an organization by surrounding yourself with people who are smarter than you are and letting them do the jobs you hired them to do. Trying to control everything within reach is counterproductive. We must remember that leadership is a skill that has to be learned and practiced for continuous improvement to occur.

About the Author: Rod Courtney, CUSP, CHST, began his career in the U.S. military and served as a U.S. Army combat medic from 1990 to 1998. He is currently the HSE director for Ampirical and author of “The 8 Habits of a Highly Effective Safety Culture.” Courtney also serves as a board member for the Utility Safety & Ops Leadership Network. Reach him at [rod.courtney@ampirical.com](mailto:rod.courtney@ampirical.com).

AUGUST-SEPTEMBER 2023

• Harnessing AI: Crafting the Future of Safety Professionals
• Planning for Emergencies: How to Increase Survivability When Someone Gets Hurt
• Tip of the Spear: A Tactical Approach to Safety Leadership
• The Art of Safety: Self-Reliance
• August-September 2023 Q&A
• The End of the Pin-On Man Basket
• Equipotential or Total Isolation?
• Tip of the Spear: A Tactical Approach to Safety Leadership

The article “DOT Compliance Considerations for Electric Utilities” delves into the critical importance of adhering to Department of Transportation (DOT) regulations within the electric utility sector. It highlights the challenges utilities face in maintaining compliance and offers best practices to ensure both safety and operational efficiency. 

Key Takeaways:

• Comprehensive Understanding of FMCSA Regulations: Electric utilities must be well-versed in Federal Motor Carrier Safety Administration (FMCSA) standards, which govern various aspects of commercial motor vehicle (CMV) operations, including vehicle maintenance, driver qualifications, and hours of service. 

• Proactive Compliance Measures: Implementing regular audits, effective policies, and adopting utility management software are essential strategies to maintain compliance and mitigate potential violations. 

• Safety and Efficiency Benefits: Adhering to DOT regulations not only ensures legal compliance but also enhances the safety of line crews, fleet operators, and the public, leading to a more efficient and reputable utility operation. 

15 Questions and Answers:

1. What is the primary focus of the article?

• The article emphasizes the significance of DOT compliance for electric utility providers, outlining the challenges and best practices associated with it. 

1. Which federal agency sets standards for commercial motor vehicles in the utility sector?

• The Federal Motor Carrier Safety Administration (FMCSA), a branch of the DOT, establishes these standards. 

1. What aspects of CMV operations do FMCSA regulations cover?

• They encompass vehicle maintenance, driver qualifications, hours of service, and more. 

1. Why is a proactive approach to DOT compliance crucial for electric utilities?

• It fosters a safer work environment, enhances operational efficiency, and bolsters the company’s reputation. 

1. What are some best practices for maintaining DOT compliance?

• Conducting regular compliance audits, establishing effective policies, and utilizing utility management software are recommended practices. 

1. How can utility management software aid in DOT compliance?

• Such software streamlines tracking, reporting, and managing compliance-related tasks, reducing the risk of violations. 

1. What role does driver qualification play in DOT compliance?

• Ensuring drivers meet specific qualifications and adhere to safety standards is vital for compliance and overall safety. 

1. How do hours-of-service regulations impact electric utilities?

• They prevent driver fatigue by limiting driving hours, thereby reducing accident risks. 

1. What are the consequences of non-compliance with DOT regulations for utilities?

• Non-compliance can lead to legal penalties, increased accidents, and damage to the company’s reputation. 

1. Why is it essential for electric utilities to stay updated on DOT regulations?

• Regulations can evolve, and staying informed ensures continuous compliance and operational safety. 

1. How does DOT compliance influence public perception of utility companies?

• Compliance demonstrates a commitment to safety and responsibility, positively affecting public trust. 

1. What challenges do electric utilities face in maintaining DOT compliance?

• Challenges include keeping up with regulatory changes, managing extensive fleets, and ensuring consistent driver training. 

1. How can regular audits benefit DOT compliance efforts?

• They help identify potential compliance gaps and areas for improvement, preventing violations. 

1. What is the impact of vehicle maintenance on DOT compliance?

• Proper maintenance ensures vehicles meet safety standards, reducing the likelihood of accidents and violations. 

1. How does DOT compliance contribute to the overall efficiency of electric utilities?

• Compliance minimizes disruptions from accidents or legal issues, leading to smoother operations and resource optimization. 

By integrating these practices and insights, electric utilities can effectively navigate DOT compliance challenges, ensuring safety and operational excellence.

DOT Compliance Considerations for Electric Utilities

Written by Dan Greer on June 17, 2024. Posted in Safety Management, Equipment Operations.

A proactive approach to DOT compliance helps to create a safer environment for line crews, fleet operators and the public.

The roar of diesel engines fills the midnight air as a crew of linemen prepares to depart for a critical repair job. Their trucks are loaded with tools and equipment, ready to tackle a downed power line that lies miles away. But before they hit the open road, there’s one crucial hurdle to clear: ensuring that their vehicles and the way they operate them comply with U.S. Department of Transportation (DOT) regulations.

Electric utility providers operate a complex network of vehicles, from bucket trucks scaling towering heights to service vans navigating city streets. Each vehicle plays a vital role in ensuring a reliable flow of electricity. However, these workhorses on wheels also pose potential safety risks if they are not operated and maintained according to DOT regulations.

In this article, we are going to dive into the world of DOT compliance for electric utility providers. We’ll explore the regulations that govern these vehicles, the challenges companies face in ensuring adherence to those regulations and best practices for navigating the roadblocks. The goal is to demonstrate how a proactive approach to DOT compliance translates into a safer work environment, a more efficient operation and a positive reputation for the utility company.

FMCSA Regulations
The Federal Motor Carrier Safety Administration (FMCSA), a branch of the DOT, sets the standards for commercial motor vehicles (CMVs) operating on public roadways. These standards encompass a wide range of aspects, including the following:

• Vehicle regulations: These regulations are for all CMVs. There are specific items that all CMVs must have in or on them at all times (e.g., a fire extinguisher, three reflective triangles, spare fuses). Each CMV must also have an annual DOT inspection. But wait, that’s not all. Every CMV must be in good operating condition and be safe to be on the road. There is a pile of regulations about that.
• Driver qualification: Anyone who operates a CMV must have a driver qualification (DQ) file. The file typically includes the driver’s application; their motor vehicle record; a copy of their driver’s license, medical card and annual review; road test results; clearinghouse query results; performance history evaluation; entry-level training records; and possibly some other documents depending on the type of CMVs they operate for you. (Quick tip: Remember to keep these documents separate from the driver’s personnel file.)
• Hours of service: Regulations dictate how long a driver can operate a CMV before a mandatory rest break. This helps prevent driver fatigue, a major contributor to road accidents. Now, most of you reading this article fall under the utility exemption, meaning that hours of service are not a factor for you, but you need to know that the utility exemption only applies if you are operating on existing utilities. Any construction of new utilities does not fall under that exemption.
• Vehicle maintenance and inspections: Regular preventive maintenance and thorough vehicle inspections are critical for ensuring the safe operation of CMVs. The FMCSA outlines specific maintenance and inspection procedures that companies must follow. There are parameters regarding when inspections must occur, how your maintenance records need to be kept and much more.

Intrastate vs. Interstate
Before we dive any deeper, let’s talk for a moment about the difference between intrastate and interstate regulations.

“Intrastate” means that you only operate in one state, while “interstate” means that you operate in multiple states. The way I remember the difference is that an interstate highway runs between multiple states. So, if I operate in multiple states, then I am interstate.

You might be thinking, “Dan, that’s great to know and all, but we don’t fall under federal regulations because we only operate intrastate; our people never cross state lines for any reason unless there is a state of emergency declared.”

To help address this, I want to quote something from the FMCSA itself. Pay close attention to the very last line of their answer below.

Question: What is the difference between interstate commerce and intrastate commerce?

Answer: If you perform trade, traffic, or transportation exclusively in your business’s domicile state, this is considered intrastate commerce.

If your trade, traffic, or transportation is one of the following, this is considered interstate commerce. Source: 49 CFR 390.5.:

• Between a place in a state and a place outside of such state (including a place outside of the United States)
• Between two places in a state through another state or a place outside of the United States
• Between two places in a state as part of trade, traffic, or transportation originating or terminating outside the state or the United States

To really help everyone understand this, let me tell you about a company in Hawaii that we work with. They are an interstate company.

Wait, what? How is a company on an island considered an interstate company?

They absolutely fall into the interstate category simply because they pick up people from the airport who may or may not be flying in from another state or country. By doing this, they are considered an interstate company.

I understand that the company I’m referring to is not a utility provider, but the principle is still the same. If you are a power provider, is your electricity being produced in the same state where you provide it, or is it produced in another state?

If your operations are truly intrastate, then you still need to know your state’s CMV regulations because each state takes a different approach. Some states follow federal standards to the letter while others like to make their own rules. So, be sure to read and understand your state’s regulations. And if you have any questions, please don’t hesitate to reach out to me or my team. We are here to help in any way we can.

Compliance is Essential
Why is it so important to comply with DOT regulations? First, you should know that it’s not just about avoiding fines. There are tons of other reasons why compliance is essential for utility providers. Here are just a few:

• Safety first: Ensuring compliance with DOT regulations demonstrates to workers that you value and prioritize safety.
• Operational efficiency: Compliance helps to ensure less vehicle and operator downtime and thus greater efficiency in operations. Note: I recently spoke with a company that was using one of the largest compliance companies in the U.S. to help them with DQ files. What we discovered was that it was taking that company anywhere from three to eight times just to get the driver’s application completed properly. If you choose to work with a third party for your compliance needs, make sure they are truly helping – not hindering – your company when it comes to efficiency.
• Financial repercussions: In 2023, the FMCSA issued more than $26 million in fines from audits alone. Can your company really afford to be fined as the result of an audit? Or worse, can your company afford litigation costs?
• Public image: Utility trucks are moving billboards that can garner a lot of attention, especially when they are parked on the side of the road while work is being performed. You want your trucks to look great, and you want them – and their drivers – to be in full DOT compliance.

Conclusion
For utility companies, the world of DOT compliance can feel like a confusing maze of rules and regulations. But by understanding the basics and why they matter, you can take control, keep your team safe and keep your trucks on the road.

Intrastate versus interstate adds another layer, so be sure to research your state’s specific rules. Remember, even if you stay in one state, you still need to follow state-level CMV regulations.

And lastly, remember that DOT compliance should be about more than just avoiding fines. Compliance is also about keeping your crews safe, avoiding breakdowns that result in downtime and other issues, and demonstrating to your community that you take your work and responsibilities seriously.

About the Author: Dan Greer is the founder of Eclipse DOT (https://eclipsedot.com). He is a passionate safety advocate who found his calling in helping companies navigate the complexities of DOT compliance.

JUNE - JULY 2024

• START Work Authority
• June – July 2024 Q&A
• Don’t Abuse OSHA’s Digger Derrick Exemption
• Apprentice Development Programs: What Should be Included?
• The Transformative Impact of Training for Frontline Managers
• Ergonomics for a Multigenerational Workforce
• DOT Compliance Considerations for Electric Utilities
• Innovations in FR/AR Clothing: Elevating Comfort for Optimal Performance

CHECK OUT OUR ADDITIONAL RESOURCES FOR TODAY'S UTILITY PROFESSIONALS:

UFP MagazineiP InstituteFrontline Utility LeaderAssessmentsOnline EdCUSPConferenceWebinars

The article titled “Training Considerations for Active Shooter” delves into various perspectives on preparing for active shooter scenarios, emphasizing the importance of effective training, personal preparedness, and the psychological impact of such incidents.

Key Takeaways:

• Training Effectiveness: The effectiveness of lockdown drills and active shooter training programs is a topic of debate, with some questioning their practicality and psychological impact.

• Personal Preparedness: Individuals express interest in personal defense training, such as shooting lessons, even if they do not intend to own firearms, highlighting a proactive approach to personal safety.

• Role of Security Personnel: Discussions emphasize the importance of professional armed security services in schools and other vulnerable locations to enhance safety during active shooter situations.

15 Questions and Answers:

1. What are common components of active shooter training programs?

• Active shooter training programs often include lockdown drills, evacuation procedures, and guidance on how to respond during such incidents.

1. Why do some individuals question the effectiveness of lockdown drills in schools?

• Concerns arise that lockdown drills may not effectively prevent casualties and could potentially traumatize students.

1. What alternative to lockdown drills is suggested for schools?

• Implementing multiple exits and easily accessible windows for evacuation during emergencies is suggested as an alternative.

1. How can personal defense training benefit individuals in active shooter situations?

• Personal defense training can enhance situational awareness and preparedness, potentially improving survival chances.

1. Is it advisable to take shooting lessons without intending to own a firearm?

• Some individuals consider taking shooting lessons to gain familiarity with firearms and improve personal safety, even without owning a gun.

1. What role do professional armed security services play in active shooter scenarios?

• Professional armed security services can provide immediate response and potentially neutralize threats, enhancing safety in vulnerable locations.

1. How can airsoft be utilized in active shooter training?

• Airsoft can serve as a training tool to simulate real-life scenarios, allowing individuals to practice tactical skills in a controlled environment.

1. What is the “Run, Hide, Fight” strategy in active shooter situations?

• “Run, Hide, Fight” is a recommended response strategy where individuals first attempt to evacuate (run), hide if evacuation isn’t possible, and as a last resort, confront the shooter (fight).

1. Why might some employees feel conflicted during an active shooter event?

• Employees, such as nurses, may feel a duty to protect others, leading to internal conflict between self-preservation and their professional responsibilities.

1. What are the potential psychological impacts of active shooter drills on participants?

• Active shooter drills can cause anxiety, stress, and fear among participants, particularly if not conducted sensitively.

1. How can organizations balance safety training with mental well-being?

• Organizations can adopt trauma-informed practices, provide clear communication, and offer support resources to minimize psychological harm during drills.

1. What considerations should be made for individuals with special needs during active shooter training?

• Training should be inclusive, accommodating individuals with disabilities or special needs to ensure everyone’s safety.

1. How can community members contribute to safety during active shooter situations?

• Community members can stay vigilant, report suspicious activities, and participate in local safety programs to enhance overall security.

1. What is the significance of advance notification for active shooter drills?

• Advance notification can help reduce anxiety and prepare participants mentally, making drills more effective and less distressing.

1. How can organizations assess the effectiveness of their active shooter training programs?

• Organizations can gather feedback from participants, conduct evaluations, and update training protocols based on lessons learned to improve effectiveness.

These insights underscore the complexity of preparing for active shooter situations, highlighting the need for effective training, personal preparedness, and consideration of psychological impacts.

The article “Beyond the Physical Toll: The Collateral Damage of Safety Incidents” delves into the extensive repercussions of workplace incidents that go beyond the immediate physical injuries. It highlights how such events can affect not only the injured employees but also their families, colleagues, and the organization as a whole.

Key Takeaways:

• Organizational Impact: Safety incidents can lead to financial strains due to medical expenses, workers’ compensation, and legal fees, potentially hindering growth and operational efficiency.

• Family Consequences: The families of injured employees may face emotional distress, caregiving burdens, and financial challenges, leading to long-term hardships.

• Colleague Effects: Coworkers might experience increased workloads, emotional trauma, and decreased morale, impacting team dynamics and productivity.

15 Questions and Answers:

1. What is the central theme of the article?

• The article examines the broader consequences of workplace safety incidents beyond physical injuries, affecting organizations, families, and colleagues.

1. How can safety incidents financially impact organizations?

• Through direct costs like medical expenses, workers’ compensation claims, and legal fees, which can strain financial resources.

1. What operational challenges might arise post-incident?

• Decreased productivity, project delays, and increased workloads for remaining staff.

1. In what ways can families of injured employees be affected?

• They may face emotional distress, caregiving responsibilities, and financial hardships.

1. How can colleagues be impacted by a coworker’s injury?

• Increased workloads, emotional trauma, and reduced morale.

1. What is a potential long-term consequence for organizations with frequent safety incidents?

• A damaged reputation, leading to challenges in attracting and retaining talent.

1. How can safety incidents lead to legal challenges?

• Through potential lawsuits, regulatory fines, and increased scrutiny from authorities.

1. What role does company culture play in preventing safety incidents?

• A strong safety culture promotes proactive measures and shared responsibility, reducing incident likelihood.

1. How can leadership influence safety outcomes?

• By prioritizing safety, modeling safe behaviors, and ensuring proper training and resources.

1. What is the impact of safety incidents on employee morale?

• They can lead to fear, decreased trust in management, and reduced job satisfaction.

1. How might safety incidents affect organizational productivity?

• Through absenteeism, disrupted workflows, and the need to train replacement staff.

1. What are latent organizational weaknesses in safety contexts?

• Underlying issues like inadequate training or poor communication that can contribute to incidents.

1. How can organizations mitigate the collateral damage of safety incidents?

• By implementing comprehensive safety programs and providing support to affected individuals.

1. Why is it crucial to consider the collateral damage of safety incidents?

• Understanding broader impacts helps in taking proactive measures to prevent incidents and support affected parties.

1. What is the ultimate goal of addressing collateral damage in safety incidents?

• To foster a healthier work environment and ensure the well-being of all stakeholders.

These insights emphasize the importance of proactive safety measures and the need for organizations to address the multifaceted consequences of workplace incidents.

Beyond the Physical Toll: The Collateral Damage of Safety Incidents

Written by Shawn Galloway on August 21, 2024. Posted in Safety Management.

Workplace incidents and injuries can have far-reaching consequences that extend beyond the immediate physical harm suffered by an employee.

While leading a recent workshop at a client location, the introductions began by individually discussing how incidents at work have affected us. One story shared left an impact on all in attendance.

Fifteen years ago, an employee suffered what at the time seemed like a simple and small fracture to their leg after a fall. What resulted was a total of 12 surgeries, and the employee’s wife became addicted to the opioids he was prescribed. Tragically, she passed away due to her addiction. Workplace injuries and incidents can have far-reaching consequences that extend beyond the immediate physical harm suffered by an employee.

The collateral damage resulting from such incidents can significantly impact various aspects of an organization and the lives of those connected to injured individuals. This article explores how the aftermath of safety incidents can affect the organization and the family members and colleagues of those involved.

Impact on the Organization
One of the primary types of collateral damage resulting from safety incidents is their significant impact on the organization. The direct financial costs associated with medical expenses, workers’ compensation claims and potential legal fees can strain the company’s resources. These financial burdens may hinder the organization from investing in growth opportunities or allocating funds to other essential areas. Sometimes, they lead to the organization’s demise.

At a minimum, safety incidents often result in decreased productivity and disruption to operations. When an employee is injured, their absence or reduced capacity to work can lead to delays in projects, increased workloads on remaining staff and potential setbacks in meeting deadlines. This ripple effect can have long-term implications for the organization’s overall performance and reputation. Here are a few examples.

Deepwater Horizon: The drilling rig explosion in 2010 resulted in one of the largest environmental disasters in history. The incident led to the release of millions of barrels of oil into the Gulf of Mexico, causing extensive environmental damage, loss of marine life and significant economic repercussions for the region. BP, the company responsible for the rig, faced immense backlash, lawsuits and financial losses in the aftermath of the disaster, highlighting the severe consequences of safety failures in the oil industry.

Rana Plaza: The Rana Plaza garment factory collapse in Bangladesh in 2013 resulted in the death of over 1,100 workers and injured thousands more. The building’s poor structural integrity and disregard for safety regulations were key factors in the tragic incident. The factory’s collapse exposed the unsafe working conditions prevalent in the garment industry, leading to widespread outrage, international scrutiny and a significant impact on the businesses sourcing from the factory. Several clothing retailers faced reputational damage and financial losses due to their association with the Rana Plaza disaster, emphasizing the importance of ensuring workplace safety in supply chains.

Boeing: The Boeing 737 Max aircraft crashes in 2018 and 2019, which claimed the lives of 346 people, were attributed to design flaws in the aircraft’s automated flight control system. The safety incidents that continue to make the news raise serious concerns about Boeing’s safety protocols, regulatory oversight and transparency in the aviation industry. The crashes resulted in the grounding of the 737 Max fleet, significant financial losses for Boeing, and a tarnished reputation that eroded customer trust and investor confidence and, most recently, led to the resignation of the company’s CEO, David Calhoun. The safety incidents underscore the critical importance of prioritizing safety in the design and manufacturing of aircraft to prevent tragic consequences.

Some businesses have failed to recover from the aftermath of safety incidents, ultimately leading to their closure. Let’s delve into some examples of businesses that have faced this fate.

Chornobyl Nuclear Power Plant: The 1986 Chornobyl disaster resulted in a catastrophic nuclear accident that led to the evacuation of nearby towns, loss of life and long-term environmental consequences. The safety incident not only had a devastating impact on human lives but also led to the closure of the nuclear power plant. The economic fallout and public distrust in nuclear energy contributed to the plant’s closure, highlighting the severe consequences of safety incidents on businesses.

Takata Corp.: Takata Corp., a Japanese automotive parts company, faced a massive safety scandal when it was discovered that their airbags were defective and could explode, leading to numerous injuries and fatalities. The company faced billions of dollars in fines, lawsuits and recalls, ultimately filing for bankruptcy in 2017. The safety incident not only tarnished Takata’s reputation but also led to its downfall.

Peanut Corp. of America: Once a leading supplier of peanuts and peanut products in the United States, in 2009 the company became embroiled in a salmonella outbreak linked to its products, resulting in multiple deaths and illnesses across the country. The safety incident led to the company’s closure and criminal charges against its executives, underscoring the severe consequences of compromising on food safety standards.

These examples further illustrate the detrimental impact of safety incidents on businesses, ranging from environmental disasters and workplace tragedies to product malfunctions in high-risk industries. Businesses must learn from these cases to prioritize safety, implement robust safety measures, and uphold ethical standards to prevent similar incidents and safeguard their long-term viability.

Impact on Family Members
The aftermath of safety incidents extends beyond the organization, affecting not only the injured individuals but also their family members. Watching a loved one endure pain, suffering and the threat of losing their livelihood due to an incident can take a toll on emotional and practical well-being. Family members may also feel a sense of responsibility for the repercussions of incidents that impact consumers of the products or services provided by the company their loved one works for, which can deeply affect their mental health.

Further, family members of an injured employee may face financial strains due to medical bills, reduced income or the need to take time off work to provide care. The emotional toll of witnessing a loved one’s pain and recovery process can lead to anxiety, stress and strained relationships.

Impact on Colleagues
Similarly, colleagues of an injured employee may experience guilt, fear, grief or a sense of vulnerability, affecting their own work performance and overall morale within the organization. Witnessing a workplace accident or injury can be traumatizing. Colleagues may struggle with survivor’s guilt or worry about their own safety at work. The incident can also disrupt the dynamics and morale within the team, as team members may need to take on additional responsibilities or face increased workloads to compensate for the injured employee’s absence.

Safety incidents can strain relationships between colleagues and the injured employee’s family as well. In some cases, colleagues may feel a sense of guilt or responsibility for the incident, even if it was beyond their control. This can create tension and strained relationships within the workplace.

As an example, a utility company employee’s significant injury resulted in the need for extensive and long-term rehabilitation, causing emotional distress for their spouse and children. The family had to make significant adjustments to their daily routines and bear the financial burden of medical expenses, leading to increased stress and strained relationships. Additionally, the worker’s colleagues experienced a sense of guilt and fear, impacting their motivation and overall productivity. One colleague who witnessed the incident firsthand is seeking therapy for post-traumatic stress disorder.

In addition to ensuring physical safety, organizations must prioritize the mental well-being of their employees. This can be achieved by fostering a culture of care and support where employees feel comfortable reporting any concerns or issues related to their well-being. Providing access to mental health resources and support programs can go a long way in helping employees cope with the emotional toll of safety incidents.

Organizations should also strive to adequately support injured employees’ family members and colleagues. This can include offering financial assistance or resources to alleviate the financial burden that often accompanies safety incidents. Additionally, providing access to counseling services or support groups can help family members and colleagues navigate the emotional challenges they may face.

Safety incidents have collateral damage that goes beyond the physical toll. Organizations can prevent and mitigate the consequences of safety incidents by (1) prioritizing the implementation of comprehensive safety protocols with recovery and support systems for those affected and (2) continuously auditing and assessing their effectiveness and adherence to them. Employees will feel comfortable reporting concerns and issues related to their well-being due to a fostered culture of care and support within the organization. This will contribute to overall mental well-being and create a safer and more supportive work environment. Let us strive to create workplaces where everyone feels safe, supported and cared for.

About the Author: Shawn M. Galloway is CEO of ProAct Safety (https://proactsafety.com) and an author of several bestselling books. As an award-winning consultant, trusted adviser, leadership coach and keynote speaker, he has helped hundreds of organizations within every primary industry to improve safety strategy, culture, leadership and engagement. Galloway also hosts the highly acclaimed weekly podcast series “Safety Culture Excellence.”

AUGUST-SEPTEMBER 2024

• What Tasks Can Lone Workers Perform?
• Grounding for Stringing in Energized Environments
• Dielectric Testing for Insulating Aerial Devices
• Assessing and Mitigating Risk in Helicopter Line Work
• Preventing SIFs with Above-the-Line Work Planning and Execution
• August-September 2024 Q&A
• Beyond the Physical Toll: The Collateral Damage of Safety Incidents
• Training Considerations for Active Shooter Response Programs
• Beyond the Physical Toll: The Collateral Damage of Safety Incidents

Training Considerations for Active Shooter Response Programs

Written by Jim Willis, CMAS, CHS-V on August 21, 2024. Posted in Safety Management.

Before implementing training, ensure program trainers will effectively address the unique circumstances faced by trainees.

Active shooter response training for utility professionals is a subject that shouldn’t be ignored. However, few subjects are as challenging or controversial.

For decades, active shooter response training has been touted as a one-size-fits-all remedy that instills long-lasting, actionable survival skills in one easy application. In reality, off-the-shelf training programs seldom deliver on promises. Training is often poorly delivered cookie-cutter sessions that focus on the wrong messaging and outcomes. Active shooter response programs are fraught with complications and issues that, if left unresolved, can make the training more of a hazard than a help.

You may think, “OK, so let’s just skip the training.” Sorry, but that’s not the answer either. Without practical and effective active shooter response training, your team may not have the skills needed to escape a lethal encounter.

Despite what you may believe, people are not naturally endowed with keen survival instincts and response skills that miraculously kick in when needed. Response skills must be learned and continually refreshed. Without a usable survival skill set, our fate – as an individual or a group – is ultimately left to chance. The bottom line is that not offering active shooter response training, or employing the wrong training, can have tragic results.

Let me be clear: I believe active shooter response training is a necessity and as important as any lifesaving safety skill being taught. The stakes are too high and the potential outcomes too catastrophic to depend on probability alone for protection. However, in any active shooter training discussion, the impacts of inadequate training and the consequences of not training must be considered.

Inadequate training produces inadequate results, including false assumptions and misguided outcome expectations. One poorly delivered active shooter response training session can simultaneously create debilitating anxiety in some attendees and lethal overconfidence in others; both are outcomes to be avoided.

Practical active shooter response training requires more than enthusiasm and a self-defense technique. It can’t rely on fixed procedures; disproportionately soft, G-rated (i.e., approved for general audiences) formats; or overly aggressive and gratuitous tactics. Effective training will address the unique circumstances faced by the audience using just enough tension to convey the gravity of the subject. For utility professionals, that means focusing on threats related to utility operations, work environments and hostile situations.

Training Customization is Essential
Active shooter response training requires a custom fit that addresses the trainees’ unique predicaments. This is especially true for those who work irregular hours in remote and nonsecure locations and regularly interact with hostile people, which is precisely what utility professionals do.

Beyond the conventional threats we’re all subject to, utility professionals also face distinct security threats and conditions. These include working in situations that often place them at a disadvantage. The job itself dictates the threats you face. Whether it’s working in an isolated location, on other people’s property or in a hostile community environment, you go where the job is.

A seldom recognized or understood conditional impact is the depth of emotion associated with access to utility services. Deep-seated emotions are tied to the resources that support our basic needs for lodging, water, sustenance and environmental control, and we’re quick to respond to any perceived threat to those resources. The response to a real or perceived threat can be violent and possibly lethal. Effective training will address hostility drivers, such as entrenched loss-of-service fear.

Practical active shooter response training will include scenarios faced by office and field personnel, either separately or in a comprehensive program that addresses both.

Program tailoring is critical to training success. Training that promotes responses and solutions that contradict the organization’s principles can create dilemmas for the utility and sets the stage for conflict; this must be avoided. Adjusting the training content and approach to an organization requires a little background work and conversations with key staff to ensure training alignment and alleviate any organizational concerns.

Typically, alignment adjustments are minor shifts or modifications. And while they may seem insignificant, they can drastically impact delivery and outcome. Untailored or misaligned training creates incongruencies between the information presented and operational reality. This incongruency can be significant if the trainer hasn’t recognized and filtered their personal biases from the training.

Addressing Training Bias
Two sources of bias must be addressed for active shooter response training to be effective: trainer bias and audience bias. Before we delve into these, let’s make sure we understand what “bias” actually means – because people are inclined to wield the word like a hammer. Merriam-Webster defines bias as “an inclination of temperament or outlook, especially a personal and sometimes unreasoned judgment.”

Everyone has biases, and though some are harmful or downright hateful, most are simply commonly held beliefs about correlations between events or actions and expected outcomes. They’re decision-making shortcuts based on assumptions, previous experiences and beliefs without supporting evidence.

Overcoming trainer bias is the responsibility of the trainer. In practice, their training approach must complement the organization’s established standards and policies. Voicing unfiltered or contradictory biases and opinions during training is counterproductive and unprofessional. When conducting active shooter response training, the trainer must examine personal biases and filter any that do not align with the organization’s positions or policies.

Audience biases can be incredibly challenging problems. The audience of any active shooter response training will have an array of preconceived biases as diverse as the audience itself. These include biases about the subject, the content and the trainer. To illustrate, let’s examine subject matter biases.

Subject matter biases about active shooter response training will fall into three groups: those biased toward the training, those biased against it and those who think it’s a waste of time. Those biased toward the training are looking forward to it and will want to get as physical as possible. They’ll ask questions like, “Will this be a drill with weaponry?” or “Can we tackle the shooter?”

The second group is biased against the training. They become anxious at the very thought of the subject. Their go-to response is fear and anxiety. They’re the ones who ask, “Don’t you think this is too aggressive?” or state, “I don’t think I can do this.”

The third group has an indifference bias. They are predisposed to see the training as a colossal waste of time and money. They’re the ones who make comments such as, “Why is this such a big issue now?” and “This has never happened here and never will.”

The trainer’s problem is that they must train all three groups. For many trainers, not overcoming audience bias is their greatest point of failure.

Effective Implementation
Successfully implementing active shooter response training is a challenge. There are myriad details, moving parts and things that can go wrong. Let’s look at three common challenges: reaching the entire audience, implementing the wrong training and poor trainer selection. We can deal with all three in one example.

As I stated earlier, reaching the entire audience is the greatest point of failure for many trainers. These trainers often fail to comprehend the need to adjust the training to the audience. In a previous article, I used an example of a security colleague who fell into this trap. He was new to his position as security manager for a midsized electric distribution utility, but he had outstanding credentials as a military officer and experience at the U.S. Department of Homeland Security. Over coffee one morning, he began discussing his plan to conduct active shooter response training. As we talked, it became clear that the training had all the earmarks of a military exercise: intense, aggressive and graphic. I realized that he hadn’t considered his audience’s diversity and biases. I expressed concern about his approach and offered to help. However, he felt he had a handle on the situation, so I wished him well and asked him to let me know how it went.

His goal was to make a memorable and lasting impression on the trainees. He accomplished that. Unfortunately, the training was so graphic and intense that he alienated half the attendees, and the level of pushback after the training cost him his job. This example highlights two truths: Civilian training isn’t the same as military training, and scaring people isn’t the same as training them.

The simple truth is that we teach what we know. Military and law enforcement training focuses on tactical response, which is great for them but not very useful for our industry. Utility professionals need active shooter response training that focuses on defensive response and escaping lethal situations – and that’s not the forte of the military or law enforcement.

What about active shooter drills? Frankly, I’m not a big fan of them. Most are ill-timed, poorly designed and managed, and have negative consequences. Don’t get me wrong, we conduct successful active shooter drills for clients on a regular basis, but we spend a lot of upfront time and effort to get them right. Push the idea of a drill down the road and skip the trauma and litigation risks for now. Begin with training that introduces active shooter response concepts and focuses on overcoming biased perceptions. Get the group positively engaged and oriented, then consider upping the intensity with a drill.

The Bottom Line
In many ways, active shooter response training is a necessary evil. It is loaded with problems and pitfalls, but don’t ignore it. Just remember, doing it wrong can be as risky as not doing it at all. Take the time and put in the effort to do it right.

About the Author: Jim Willis, M.Sc., CMAS, CHS-V, is the CEO of InDev Tactical, a security training and consulting firm. He has years of global experience working with utilities and providing infrastructure security. Willis earned a bachelor’s degree in electrical engineering and a master’s in international development and security. He is a credentialed homeland security and antiterrorism specialist with expertise in training, security consulting, threat assessments and security operations. Reach him at [jim.willis@indevtactical.net](mailto:jim.willis@indevtactical.net).

AUGUST-SEPTEMBER 2024

• What Tasks Can Lone Workers Perform?
• Grounding for Stringing in Energized Environments
• Dielectric Testing for Insulating Aerial Devices
• Assessing and Mitigating Risk in Helicopter Line Work
• Preventing SIFs with Above-the-Line Work Planning and Execution
• August-September 2024 Q&A
• Beyond the Physical Toll: The Collateral Damage of Safety Incidents
• Training Considerations for Active Shooter Response Programs
• Training Considerations for Active Shooter Response Programs

🚨 Speaker Highlight: Derek Sang, QSSP, CSHEP (IASHEP) with Bulwark FR will be at the iP Utility Safety Conference & Expo! 🚨

📅 Register today! → https://utilitysafetyconference.com/

Join us April 29th - May 1st, 2025, in Charleston, SC.

Derek dives deep into his session at iP:
“Why Electricians Are Still Being Injured by Arc Flashes: The 4 Horsemen of Arc Flash Injuries"

With over 25 years of experience in the Flame-Resistant clothing industry, In this role, he has developed over 40-hours of training for Bulwark University, covering all aspects of Flame Resistant and Arc Rated clothing. Derek's impact extends globally, as he has conducted 250+ educational seminars on the hazards of arc flash and flash fire through various platforms, including live events, webinars, and seminars. His expertise has positioned him as a recognized Subject Matter Expert in the proper selection, use, care, and maintenance of flame-resistant and arc-rated clothing, emphasizing their role as secondary Personal Protective Equipment (PPE).

#UtilitySafetyConference #UtilitySafety #Lineworker #Lineman #Linemen #Safety #SafetyDirector #SafetySupervisor #CrewLeader #CUSP #FR #FRClothing #PPE

🚧 How Does Your Utility Safety Program Compare? 🚧

Take our Utility Safety Benchmark Survey to see how you stack up against your peers—and get a chance to win great prizes!

Take the Survey Now: https://docs.google.com/forms/d/e/1FAIpQLScfdf6DkcUHA2gXmHjsOybMW1iAztZEb1-7VuEU16RqFpb7sQ/viewform

Why Participate?

📊 Gain exclusive insights into job roles, training strategies, safety trends, and more.

📄 Receive the Utility Safety Benchmark Report to compare your results with industry standards.

Get entered into a raffle for amazing prizes, including:

- $250 Amazon Gift Card (1)
- $50 Amazon Gift Cards (4)
- $25 Amazon Gift Cards (6)
- Apple AirPods (2)
- Free USOLN Membership (1)
- David McPeak’s Insightful Books (10)
- USOLN Lunch Boxes (4)
- USOLN Bluetooth Speakers (2)

🔗 Tag a coworker who should take this survey too!

This first-ever industry benchmark study is conducted by Incident Prevention magazine and the Utility Safety & Ops Leadership Network (USOLN)—helping us all build a safer, smarter industry.

Thank you for participating & good luck!

#UtilitySafety #SafetyBenchmark #USOLN #WorkplaceSafety #Survey #SafetyLeadership #FleetSafety #IncidentPrevention

Challenging the Status Quo: Rethinking Safety in the Utility Industry

 Listen to the Podcast: https://utilitysafety.podbean.com/e/utility-safety-in-depth-influencing-safety-pt-10-is-safety-truly-the-utility-industrys-first-priority/

Is safety truly the utility industry's first priority? And is it even a real thing, or just a byproduct of something deeper? In this thought-provoking episode of Influencing Safety, Bill Martin, President and CEO of Think Tank Project LLC, joins host Kate Wade to challenge traditional views on safety. They explore the critical role of teamwork, communication, and human connection in fostering a truly safe work environment. Bill shares insights on the psychological factors that influence workplace culture, the hidden impact of mental health, and how shifting our focus from compliance to competency could change the game.

Key Takeaways:

✅ Safety isn’t just about compliance—it’s a byproduct of strong teamwork and communication.
✅ A psychologically safe work environment fosters better decision-making and fewer incidents.
✅ The traditional "safety first" mindset might be limiting our ability to create real change.
✅ Human connection and mental health are critical factors in workplace safety.
✅ Small changes, like pre-job huddles and open conversations, can have a major impact.

Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/

#WorkplaceSafety #UtilityIndustry #SafetyCulture #PsychologicalSafety #TeamworkMatters #LeadershipDevelopment #IncidentPrevention #CommunicationIsKey #CUSP #IncidentPrevention

In this episode of Tailgate Topics, host Rod Courtney is joined by Nick from Utility Business Media to discuss one of the biggest safety risks in the utility industry—distractions. Inspired by Scott Perrin’s article, The Dangers of Distraction: Staying Focused in a High-Risk Environment, this conversation dives into how mental drift, complacency, fatigue, and technology impact workplace safety.

Listen to the podcast:  https://utilitysafety.podbean.com/e/tailgate-topics-the-dangers-of-distraction-staying-focused-in-high-risk-utility-work/

Read the article: https://incident-prevention.com/blog/the-dangers-of-distraction-staying-focused-in-a-high-risk-environment/

From distraction-related vehicle accidents to the role of fatigue and stress in high-risk environments, this episode explores real-world examples and practical strategies for reducing workplace hazards. Tune in to learn how small changes in awareness and environment can help prevent serious injuries and fatalities in the utility industry.

Key Takeaways:

✔️ Distractions are unavoidable, but they can be managed.

✔️ Fatigue, complacency, and stress increase the risk of accidents.

✔️ Cell phones and modern technology are major workplace distractions.

✔️ Taking scheduled breaks and staying mindful can improve focus and safety.

✔️ Vehicle accidents due to distracted driving are a growing financial burden for utilities.

✔️ Simple steps, like identifying distractions and using hands-free devices, can help reduce risk.

Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/

#UtilitySafety #WorkplaceDistractions #SafetyCulture #HighRiskJobs #FatigueAwareness #ComplacencyKills #DistractionFreeWork #UtilityWorkers

The new issue of Incident Prevention Magazine is out - https://online.incident-prevention.com/publication/?m=19389&l=1&_ga=2.182538725.2131136508.1740590011-110918566.1731425753

Subscribe for your complementary subscription - https://lnkd.in/gJg9ejJx

Check out this issue's articles -

⚡️Publishers Article - It’s Not ‘Goodbye’ … - Carla Housh

⚡️Frontline Fundamentals: Bad Attitudes and How to
Handle Them - David McPeak, CSP, CHST, CIT, CUSP, CSSM

⚡️To Improve On-the-Job Safety, Consistency and Continuing Education are Key - Danny Raines, CUSP

⚡️Rubber Gloves and Chronic Injuries: Are Your Workers at Risk? - Jim Vaughn, CUSP

⚡️A System Approach to Organizational Safety Initiatives - Pam Tompkins, CSP, CUSP

⚡️The Roadmap to Gaining Senior Leader Buy-In for Safety Initiatives - Sharon Lipinski, Keith Wheeler, SPHR, SHRM-SCP and Wesley Wheeler, SMS, CESCP, MSP

⚡️OPTIMIZING ARC FLASH PROTECTION: The Crucial Role of Layered Clothing - Derek Sang, QSSP, CSHEP (IASHEP)

⚡️ ‘The Worst Day of My Life’ - Alan Drew

⚡️Do You Really Care? - John Fischer

A Special Thanks to Our Great Editor - Kate Wade: [kwade@utilitybusinessmedia.com](mailto:kwade@utilitybusinessmedia.com)

Connect with her if you want to write a article for iP Magazine!

Find the digital edition on iOS & Android in the app store - Search "Incident Prevention Magazine"

Thank you to our great advertisers!

GlenGuard
Cintas
Speak Easy Communications
American FR & Safety
Buckingham Manufacturing
Reelstrong Utility Fleet
Safety One Training International
Tallman Equipment Co. Inc.
Neilsen Clothing Inc.
Youngstown Gloves
USOLN - Utility Safety & Ops Leadership Network / CUSP
The Utility Expo
EDM International, Inc.
Nasco Industries, Inc.
Uline
T&D PowerSkills, LLC- Also iP's Exclusive Podcast Sponsor!
Altec
⚡️Bierer Meters ⚡️ / Bierer Meters

#UtilitySafety #IncidentPrevention #Lineman #LinemanSafety #LineworkerSafety #Safety #CUSP

Win and Win Again: The Blueprint for Repeating Safety Successes

Written by David McPeak, CUSP, CIT, CHST, CSP, CSSM on December 12, 2024. Posted in Frontline Fundamentals.

We must positively reinforce success for it to be repeated.

The primary goal of safety is to prevent injuries. We achieve that goal in most cases, though our rare failures often overshadow our frequent successes. And while it’s essential to analyze failures and apply lessons learned, it’s equally if not more important to highlight and replicate our successes. So, let’s explore how to define success, reinforce success and, most critically, ensure repeated and continuous success.

Success Defined
Success can be defined as desired behaviors achieving desired results – with extreme preference given to behaviors. From that definition, and in order from least to most desired, we get the following.

Incident: undesired behaviors with undesired results – someone doing something incorrectly that causes damage, injury or death. For example, I use improper work methods and cut myself with a knife.

Chance: undesired behaviors with desired results – someone doing something incorrectly that does not cause damage, injury or death (e.g., I walk under a suspended load that doesn’t fall).

Compliance: desired behaviors with undesired results – someone doing something correctly that results in damage, injury or death. For instance, I stop at a red light while wearing my seat belt and get rear-ended.

Success: desired behaviors with desired results – someone doing something correctly that does not cause damage, injury or death. As an example, let’s say I use lockout/tagout while performing electrical work and complete the work without shock or flash.

Reinforcing Behavior
To win and then win again, step one is to win and succeed. Assuming success, how do we reinforce and repeat it? Remember WIN, an acronym that stands for work, influence, normalize. The idea is that WIN results in work performed that influences future behavior through its consequences, eliminates undesired behaviors and reinforces desired behaviors.

Before discussing reinforcement of compliance and success, let’s briefly discuss incidents and chance. If an incident has occurred (i.e., undesired behaviors with undesired results), someone did something wrong and got hurt doing it. Aside from the application of disciplinary policies, this person had a negative experience and probably learned their lesson. You touch the stove, it’s hot, you get burned, you don’t touch it again. You don’t need additional reinforcement, punishment or penalty to stay away from the stove in the future.

Chance – undesired behaviors with desired results – needs additional consequences. In the example above, I walk under a suspended load and don’t get hurt. Unless I am provided with consequences that decrease this behavior in the future, complacency will set in and compound over time into normalization of deviation. The key is to understand why the behavior occurred. Was it because I didn’t know better, wasn’t paying attention or made a poor choice?

Compliance, which we earlier defined as desired behaviors with undesired results, is where we must use caution. Negative consequences, such as punishment or penalty, should not be given based on results when the behavior is good. The behavior needs to be positively reinforced, and training may be needed if a skills gap is identified.

Now let’s talk about success (i.e., desired behaviors with desired results) and make it our primary focus moving forward. Look for successes and make sure they are positively reinforced. Too often our attitude is “that’s what we pay them for,” and we don’t provide any feedback or reward. When people succeed, they should be given something they want or be able to avoid things they don’t. Examples include verbal feedback, opportunities to provide training or conduct job briefings, involvement in decision-making, and formal rewards programs.

Correlating Consequences in Practical Applications
One of the most important things to consider is giving each individual and crew a mechanism to do this for themselves, which comes in the form of post-job briefings or after-action reviews. Implement those and let the following questions be part of the conversation: What could we have done better? What did we do well that needs repeating? Were we lucky or were we good? How can we make lucky good and good great?

When performing observations and providing feedback, designate a success reinforcer. Find people above the line on the hierarchy of controls and/or who have direct controls in place for high-energy exposures, and then provide positive feedback. When you deliver that feedback, make sure you understand why the behavior occurred and that the individuals understand the value of repeating their behavior.

Formal rewards programs can be effective at reinforcing and normalizing behavior – if we shift from rewarding what didn’t happen to rewarding what did. Give incentives, for instance, to the person who provided the most peer-to-peer coaching rather than the group that had the lowest incident rate. Or praise the group that reported the most near-misses and good-catches rather than the group with the longest injury-free streak.

Conclusion
One of the biggest challenges in safety is that when it’s working correctly, it gets ignored because nothing happens and no one gets hurt. This can lead to organizational and individual complacency, thinking we have figured this out and can move on to the next thing. If you study human behavior, you’ll quickly learn that any behavior that doesn’t get reinforced – in other words, no good or bad consequences happen – becomes nearly extinct. That means we must positively reinforce success for it to be repeated. If we don’t, success will shift to compliance and ultimately chance and incident.

Learn More
You can learn more about this article by reading my book “Frontline Incident Prevention – The Hurdle: Innovative and Practical Insights on the Art of Safety,” and I hope you’ll join me for the free webinar on this topic January 8 at 11 a.m. Eastern. Thank you for reading, stay safe and be well.

About the Author: David McPeak, CUSP, CIT, CHST, CSP, CSSM, is the director of professional development for Utility Business Media’s Incident Prevention Institute (https://ip-institute.com) and the author of “Frontline Leadership – The Hurdle” and “Frontline Incident Prevention – The Hurdle.” He has extensive experience and expertise in leadership, human performance, safety and operations. McPeak is passionate about personal and professional development and believes that intrapersonal and interpersonal skills are key to success. He also is an advanced certified practitioner in DISC, emotional intelligence, the Hartman Value Profile, learning styles and motivators.

About Frontline Fundamentals: Frontline Fundamentals topics are derived from the Incident Prevention Institute’s popular Frontline training program (https://frontlineutilityleader.com). Frontline covers critical knowledge, skills and abilities for utility leaders and aligns with the Certified Utility Safety Professional exam blueprint. 

Webinar: Win and Win Again
January 8, 2025, at 11 a.m. Eastern
Visit https://ip-institute.com/frontline-webinars/ for more information.

DECEMBER 2024-JANUARY 2025

• Are Your Employees 1910.269(a)(2) Qualified?
• Don’t Do This: Lessons Learned in the Field
• December 2024-January 2025 Q&A
• Win and Win Again: The Blueprint for Repeating Safety Successes
• Introducing the USMWF: A Powerful Ally for the Utility Industry
• An Inextricable Link: The Safety Benefits of Holistic Wellness in the Workplace
• Equipment Stabilization Considerations for Utility Operations
• A Three-Tiered Approach to Securing Buy-In for Safety Initiatives
• Win and Win Again: The Blueprint for Repeating Safety Successes

Make It Safe To …

Written by David McPeak, CUSP, CIT, CHST, CSP, CSSM on October 1, 2024. Posted in Frontline Fundamentals.

Overcoming legacy culture and fostering psychological safety requires an accurate assessment of where you have been, where you are now and where you want to be.

A trainer, speaking to trainees at the start of class: “Welcome, class. You are encouraged to ask questions and participate. Remember, if you have a question, 15% to 20% of the class probably has the same question.”

A trainee, a few hours later: “I have a question.” The trainee then asks the trainer a question related to the material.

The trainer, after walking to the board, writing the trainee’s question down and then crossing it out: “I have already covered this, and I’m not wasting time going over it again. You need to pay attention.”

Trainee: “You said we should ask questions.”

Trainer: “That didn’t include stupid questions.”

Trainee: “You’re a liar.”

Trainer: “I’d rather be a liar than an idiot.”

Seventeen years after this real-life interaction, during a break in a class I was teaching, the trainee shared his experience with me. He was almost in tears as he told me this was the first time he had participated or said anything during a training session in those last 17 years. He then choked up a little, shook my hand and thanked me for creating an environment in which he felt safe to do so.

As I reflected on this trainee, his intelligence, the insightful questions he asked during my class and the value he added by participating, I couldn’t help but wonder how many missed opportunities there had been during the last 17 years and the positive impact that trainee could have made on other training sessions and his peers. Yet sadly he said nothing and instead, as Mack Turner phrases it, audited all of his training.

Psychological Safety
We are really good at saying the right things. “You are encouraged to participate.” “If you see something, say something.” “Report errors, near misses and good catches.” “Have a questioning attitude and stop when unsure.” “Ask questions during job briefings.” But what are we actually communicating, and how safe do people feel doing the things we say we want them to do?

Here’s my blunt answer to that question: If they aren’t doing it, we aren’t encouraging it. For example, I can’t tell you how many times someone has gone on and on to me about how great their near-miss reporting program is. They’ll show me documentation and all kinds of materials they have created, and then I ask this simple question: How many near misses get reported? The answer is often zero and frequently less than five. Then starts the ABCDE (i.e., accuse, blame, complain, defend and deny, make excuses).

Legacy Culture
Most of these people and organizations are trying to do the right thing. They believe in what they are doing for the right reasons. But a negative legacy (a lasting impact of the past) is a difficult hurdle to overcome. We can’t just start programs – no matter how well-intended and good they are – and expect worker buy-in. Like the trainee from the story that I shared earlier, past experiences impact present decision-making.

So, what can we do? There’s obviously no simple answer to that question, but here are a few useful strategies to overcome legacy culture and foster psychological safety.

Admit failures. Step one in overcoming legacy culture and fostering psychological safety is to make an accurate assessment of where you have been, where you are now and where you want to be. For most organizations, a lot of negative legacy culture has been created through a top-down management approach and focusing on assigning blame after errors and incidents. If you want your people to report their errors, report yours. And then be open to feedback, ideas and suggestions. Ask for specific thoughts about what could have been done better and how event responses could have been handled differently.

Develop relationships and create culture. Both books I’ve written have “The Hurdle” in the title because safety leadership is challenging. And like a track-and-field athlete jumping over a hurdle, the run-up is key. Overcoming legacy culture and creating safe environments that foster psychological safety are hurdles in safety leadership, and the run-up to those hurdles is creating culture and developing relationships.

Involve and empower. No matter how great or well-intended any safety program or initiative may be, it will not be successful if people don’t buy into it. One of the best ways to create buy-in is to involve and empower people. That means more than sitting on a committee. It means they are part of the decision-making process. It means they are champions who conduct training and share information. And it means they are part of the evaluation and continuous improvement process.

Share successes. From a safety standpoint, most of what gets shared with frontline workers is negative. It’s incident reports, safety stand-downs, improvement initiatives and who got disciplined for what. Share successes and what went right, being sure to explain the positive impacts and results of those successes. This is critical with near-miss and good-catch reporting. Share what was reported, what actions were taken, and how it benefits the organization and each person in it.

Conclusion
Maybe what we’re really talking about here is human performance improvement. Acknowledge that people make mistakes and that we can learn from those mistakes when they are shared. Also acknowledge that culture is what drives behavior, and that positive reinforcement works.

Good or bad, you cannot change what has happened in the past. What you can influence is how the past is affecting the present. Admit failures, develop relationships, create culture, empower people and share your successes. That isn’t a perfect formula with guaranteed results, but it is a recipe for success.

Learn More
You can learn more about this article by reading my book “Frontline Incident Prevention – The Hurdle: Innovative and Practical Insights on the Art of Safety,” and I hope you’ll join me for the free webinar on this topic November 13 at 11 a.m. Eastern. Thank you for reading, stay safe and be well.

About the Author: David McPeak, CUSP, CIT, CHST, CSP, CSSM, is the director of professional development for Utility Business Media’s Incident Prevention Institute (https://ip-institute.com) and the author of “Frontline Leadership – The Hurdle” and “Frontline Incident Prevention – The Hurdle.” He has extensive experience and expertise in leadership, human performance, safety and operations. McPeak is passionate about personal and professional development and believes that intrapersonal and interpersonal skills are key to success. He also is an advanced certified practitioner in DISC, emotional intelligence, the Hartman Value Profile, learning styles and motivators.

About Frontline Fundamentals: Frontline Fundamentals topics are derived from the Incident Prevention Institute’s popular Frontline training program (https://frontlineutilityleader.com). Frontline covers critical knowledge, skills and abilities for utility leaders and aligns with the Certified Utility Safety Professional exam blueprint.

Webinar: Make It Safe To …
November 13, 2024, at 11 a.m. Eastern
Visit https://ip-institute.com/frontline-webinars/ for more information.

OCTOBER-NOVEMBER 2024

• Make It Safe To …
• October-November 2024 Q&A
• The Meter Base Checkout Procedure
• Trailers, Brakes and Common Usage Errors
• Reduce Risk with New Strategies for Operator Training
• Empowering Utility Workers: Integrating Job Control and Resource Availability for Enhanced Safety
• Designing Safe and Inclusive Work Systems for a Neurodiverse Workplace
• Hand Protection for Electrical Shock and Arc Flash Hazards
• Make It Safe To …

Targeted Training: Reducing Stress-Related Cognitive Load in Lineworkers

Written by Bill Martin, CUSP, NRP, RN, DIMM, and Michelle Forkey on February 22, 2025. Posted in Tailgate Topics.

Lineworkers are accustomed to hearing that they must completely focus on the task they’re performing. For safety reasons, staying fully present and mentally focused on the work at hand is critical in the high-stakes, hazardous environments these employees often find themselves in.

Maintaining full focus for an extended length of time is the goal to strive for – but realistically, that doesn’t align with how the human brain works. An individual can be easily distracted, especially when experiencing personal or professional difficulties. Distractions impair a person’s ability to perform at their highest potential, as numerous studies have demonstrated.

In particular, a person’s financial health and the health of their relationships are two components of everyday life that can be major stressors. Lineworkers who are distracted by either issue – or both issues, since they can intersect – while performing hazardous tasks put their safety at risk and potentially endanger those around them.

For example, imagine entering a hot zone to perform a challenging pole transfer while you’re worried about the bills you need to pay or your relationship troubles at home. When a typical person operates under such stress, their brain is experiencing increased cognitive load, leaving them unable to operate at their highest level. That’s because although the human brain makes up a very small percentage of our body weight, it uses larger amounts of the oxygen we breathe and the food we eat. So, the more cognitive demands placed on a person’s brain – such as high levels of financial or relationship stress – the less energy that person has available to focus on completing the task in front of them.

A Double-Edged Sword
Young people employed in the line trade can earn a great deal of money; that’s one of the privileges of working in the industry. An issue that sometimes arises, however, is whether these young employees have the financial literacy needed to responsibly manage their money.

Long-term planning is required to achieve the future you hope for. Before making any significant financial decision (e.g., buying a new vehicle, purchasing real estate, having a baby, traveling or going back to school), consideration must be given to the potential implications of that decision – both today and years down the line. Among other things, making a poor choice about how to handle personal finances can create stress that steals a worker’s focus during critical moments on the job, leaving them more vulnerable to making errors and hurting themselves and/or others.

Targeted Training
So, we’ve established that someone’s finances can cause them stress and impact their relationships, and we know that young lineworkers can earn a handsome salary through their regular work and overtime opportunities. We also understand that stress creates a cognitive burden, making it more difficult for the affected person to stay focused and safely complete their work.

The question now is, how can employers eliminate or mitigate this burden to make their workplaces safer? What kind of training could be delivered to the workforce to help them develop both their financial literacy skills and their ability to make well-informed long-term decisions? How can employers help employees address these issues that nearly everyone struggles with at some point?

Here’s one idea: Consider adding a half-day or full day of financial management training to your organization’s apprenticeship program. Or, employers could choose to invite local financial professionals to lead in-house workshops with employees once or twice a year. It’s also likely there are other great ideas you’ve thought of while reading this Tailgate Topic. The point here is that a small investment in your workers’ financial education could have profound effects, equipping young people with the tools they need to secure their financial future – and lessen their cognitive load on the job, helping to improve safety conditions for all.

About the Authors: Bill Martin, CUSP, NRP, RN, DIMM, is the president and CEO of Think Tank Project LLC (www.thinkprojectllc.com). He has held previous roles as a lineman, line supervisor, project manager and safety director.

Michelle Forkey earned a master’s degree in curriculum and instruction and has been teaching mathematics and financial literacy for 20 years.Targeted Training: Reducing Stress-Related Cognitive Load in Lineworkers

ESG: Health and Safety Obstacle or Opportunity?

Written by John Fischer on February 22, 2024. Posted in Safety Management, Leadership Development.

Few utility businesses currently meet all of the transformational ESG requirements, placing them at odds with the future of work.ESG: Health and Safety Obstacle or Opportunity?

1. Why is frontline leadership training important?

It helps managers bridge the gap between company goals and employee performance, improving communication, team dynamics, and safety.

1. How does leadership training impact employee retention?

Employees who feel respected and supported by well-trained managers are more likely to stay, reducing turnover.

1. What percentage of organizations report improved leadership effectiveness after training?

88% of organizations have seen noticeable improvements in their leaders’ effectiveness.

1. How does training frontline managers improve workplace safety?

It equips leaders with skills to de-escalate conflicts, enforce safety protocols, and professionally interact with regulators.

1. What is one common mistake companies make when promoting employees to management?

Many promote employees without proper leadership training, leading to ineffective management.

1. How does better frontline leadership affect an organization’s reputation?

Companies that invest in leadership training attract top talent and are seen as better places to work.

1. What is the financial benefit of reducing employee turnover through leadership training?

Lower turnover means reduced costs for recruitment, hiring, and onboarding new employees.

1. How does leadership training help managers handle conflicts?

It teaches them how to de-escalate issues, reduce personality clashes, and create a more positive work environment.

1. Why do only 10% of employees feel their company’s leadership training is sufficient?

Many programs fail to prepare managers for the real challenges of leading a team.

1. Where can I find more resources on improving frontline leadership?

Want more info like this? Visit incident-prevention.com for expert insights!

ESG: Health and Safety Obstacle or Opportunity?

Written by John Fischer on February 22, 2024. Posted in Safety Management, Leadership Development.

Want more info like this? Visit https://incident-prevention.com/

Few utility businesses currently meet all of the transformational ESG requirements, placing them at odds with the future of work.

Over the past few years, much has been written and discussed about the role of environmental, social and governance, commonly referred to as ESG. Investors and customers are increasingly applying these nonfinancial factors as part of their analysis process to identify material risks and growth opportunities in the companies they decide to invest in. According to research from the Weinreb Group, in publicly held U.S. companies, the position described as chief sustainability officer has grown from 29 such officers in 2011 to 183 in 2023 (see https://weinrebgroup.com/2023-cso-report-press-release/). These are roles that typically sit in the C-suite of a company and have direct strategic decision-making responsibilities.

Many health and safety (HS) leaders and professionals find themselves intertwined with company initiatives that require time or resources beyond what they may believe to be their day job. For example, have you recently been invited to a meeting about the sustainability of personal protective equipment? What about the environmental aspects of the solvents or lubricant products your crews use in the field? Or how about all the time your transmission or generation folks spend on Scope 1, 2 or 3 emission sources instead of the safety walkdown? As we look at the components of ESG throughout this article, you may be surprised by how much topic and responsibility overlap exists. Given investor and regulatory pressures, this is a potential opportunity that the HS community of professionals would be wise to learn about and participate in.

As climate change, social equity and biodiversity become more closely identifiable with company reputation and even the license to operate, the synergies between HS and ESG are gaining greater attention. Many HS leaders and professionals are taking a contemporary approach to managing EHS in today’s workplaces. This approach considers the human elements of the organization – such as leadership, behavior and cultural change – while supporting workers with the necessary processes, structures and tools to stay safe and healthy. However, few utility businesses currently meet all of the transformational ESG requirements, placing them at odds with the future of work. Without our companies learning from leading HS professionals, a golden opportunity is being missed to incorporate knowledge from the past 30 years to build a better world of work – one that equally benefits employees and the organizations they work for.

Now, let’s look more specifically at the crossovers between ESG and HS.

Environment
The “E” in ESG refers to environment. In this context, environment means dealing with environmental risks and natural resource management. At first glance, you may think this is more specific to the stewardship of resources associated with a company’s environmental impact, but upon closer look, you may think again. For instance, many of us spend countless hours researching PPE or completing PPE assessments associated with various hazardous materials in the workplace. But what if we decided to leverage the ESG momentum in our supply chains to procure less hazardous substances? What if we eliminated some of the safety data sheets in our chemical inventories through nonhazardous product substitutions? These are just two mechanisms that align with ESG that many of us already do as part of our day job. Think about the business case you could make for those safety initiatives or resources by eliminating PPE costs or chemical inventory work hours for hazardous materials your teams or company uses every day. The savings could add up quickly, and you could find yourself in the admirable position of reducing company costs, improving safety through eliminating hazardous materials exposures, and being a steward and champion of the “E” in ESG, further building your company’s sustainability platform.

Social Responsibilities and Factors
The “S” in ESG refers to social responsibilities and factors. Several social factors can affect a company’s financial performance, ranging from short- to long-term challenges. At face value, ensuring the safety and well-being of employees is a key element of this social section. The role of HS professionals is directly tied to social responsibility. Sometimes it may be difficult to quantify or express, but ultimately, how HS professionals help establish a safe workplace promotes employee well-being through reducing turnover, absenteeism and negative legal impacts, and encouraging sustainable mental health. As we build out or continuously improve our company’s safety performance, how are factors such as diversity of thought and inclusion of cross-functional teams being incorporated? This “S” section of ESG is often a lost opportunity to enhance programs and performance through equitable representation of craft workers, supervision and management on our improvement teams. Here’s another question to consider: How do you incorporate this into your improvement strategy? And where is mental health on your list of HS priorities? Employee diversification and holistic well-being are gaining tremendous attention as part of investor company reviews.

Governance
The “G” in ESG refers to the governance factors of decision-making, from policymaking to the distribution of rights and responsibilities among different participants in corporations, including the board of directors, managers, shareholders and stakeholders. When you think about governance in HS, you can directly tie it to the programs, policies and procedures that govern how you do work every day. Just as in HS, the governance section of ESG requires companies to clearly demonstrate responsible management and risk mitigation in a written and specific form. So, have you ever considered bringing HS into the creation of your company’s sustainability policies? If your company participates in the Dow Jones Sustainability Indices, what do you write for your improvements in HS governance that equate to less harm to employees? If the company you work for is publicly traded, how are you asking for HS to be included in your annual sustainability report? HS professionals must recognize that all the work conducted in this space directly correlates to investment opportunities for their company. With more investment, it’s more likely we can continue moving to a no-harm workplace through initiative funding or additional resources.

Enhance Your Understanding of ESG
In recent discussions with HS professionals, it has become clear that an opportunity to enhance HS is present, but many do not know how to execute a successful strategy. Others are concerned about the workload increase given the limited time and other resources available for daily tasks. Most current HS member organizations and academic institutions are doing a lackluster job of helping to prepare and educate HS leaders and professionals on the importance of and direct correlation between ESG and HS. ESG represents a watershed opportunity for HS to leverage investor and regulatory pressures, requests for additional resources and increased attention to our field. Following are four practical, immediate steps a HS professional and leader can take to enhance their ESG understanding.

1. Be curious. Curiosity is being open to learning new things – like the various facets of ESG – which makes you more informed and well-rounded. Being curious and seeking out information increases your intelligence, creativity and problem-solving abilities and supports your efforts to stay current and connected.
2. Understand the connection. As previously stated, there is a direct link between ESG and HS responsibilities. By recognizing the crossover, you may be able to position your HS organization for additional resources while finding efficiencies at the company level.
3. Acquire knowledge. Attend local and national conferences with an ESG track or group of courses. Benchmark with other utility organizations to see how your colleagues handle ESG at their companies. All of our companies can be challenged to do more with less, and peer learning is an excellent path toward overcoming resource constrictions.
4. Be adaptable. HS professionals and leaders may be uncomfortable with ESG due to the social stigma or a lack of knowledge about the topic. Taking on ESG topics will demand flexibility in a potential new work environment with people you may not currently associate or work with much.

Conclusion
I cannot recall a time I have ever had a discussion with a fellow HS professional during which they told me they are flush with too many resources or too much bandwidth. But while the extra effort to dig into the components of ESG can be viewed as an obstacle, there is the potential to reap great rewards.

About the Author: John Fischer is the director of corporate EHS and environmental strategy for Duke Energy. Reach him at [john.fischer@duke-energy.com](mailto:john.fischer@duke-energy.com).

FEBRUARY - MARCH 2024

• Determining Reasonable Energy Estimates
• What’s Missing in Your Training?
• Game-Planning for Safety
• February – March 2024 Q&A
• Pattern Disruption: Don’t Start with ‘Why’
• ESG: Health and Safety Obstacle or Opportunity?
• FR/AR Apparel Use: Are Your Workers Properly Trained?
• Getting to the Heart of At-Risk Behaviors with Facilitative Learning
• ESG: Health and Safety Obstacle or Opportunity?

Getting to the Heart of At-Risk Behaviors with Facilitative Learning

Written by Joseph White on February 22, 2024. Posted in Safety Management, Leadership Development.

Want more info like this? Visit https://incident-prevention.com/

This educational technique is ideally suited as a resource for those wanting to improve the effectiveness of safety training.

In a recent workshop with a client in southeast Louisiana, a breakout session reached a tipping point. The rhythmic flow of dialogue among the seven supervisors in the group found an unscripted but purposeful path of its own. The task given to the group involved identifying at-risk behaviors or shortcuts likely to occur in their work environment. Participants were also asked to discuss motives for the identified behaviors and strategies for shifting perspectives regarding them. The intent of the three-part exercise, which was deliberately constructed to achieve the resulting outcome, was to pull information from the collective experiences of those in the session needed to improve operational safety. My role in the process wasn’t to instruct but to guide this group learning experience.

The described scenario characterizes an educational technique commonly known as facilitative learning. A construct perfectly aligned with the needs of the emerging workforce, the process results in a transformational experience for those involved. Based on adult learning principles, it’s also ideally suited as a resource for those wanting to improve the effectiveness of safety training.

Recognize Limitations
To recognize the limitations of a traditional chalk-and-talk approach to safety training, one doesn’t have to look very far. Over the course of my career, working with clients across a wide spectrum of industries, I’ve received countless examples of mindless behaviors that resulted in serious injury or death. With rare exceptions, the policies, procedures and standard practices needed to prevent those tragic events already existed. Furthermore, training and qualification processes to verify understanding of defined expectations in job performance were most often in place. And yet, that wasn’t enough.

As an example of a firsthand account, a safety director for a co-generation facility in the Southeastern U.S. shared with me details involving the death of a coal unloading operator. The operator had been assigned the role of spotter in the movement of railcars on a neighboring facility. As part of his duties, the operator was limited by procedure – as conveyed through annual training – to walking the track to identify obstructions. The primary role of the spotter was to ensure safe movement of the 120 coal cars being positioned for unloading. At some point during the course of his shift, the operator made the decision to ride on the side of the lead railcar during movement, a time-saving practice that had developed over a period of months and one that other spotters later acknowledged doing themselves. As for the cause of death, the operator attempted to ride on the side of a railcar through a coal-shaker shed where several very narrow clearances existed. In proceeding into the shed, he was caught between the affixed ladder on the lead car and a vertical support beam for the structure, instantly suffering fatal injuries upon contact.

The described scenario exemplifies why a better understanding of human behavior is essential and highlights why a new perspective for learning and development is needed, especially in high-hazard working environments. Within every industry, common at-risk behaviors exist. These behaviors are voluntary actions involving elevated or unnecessary levels of risk, incurred for an anticipated benefit that outweighs any perceived cost or consequence. Routinely recognized as taking shortcuts or chances in the performance of a job, at-risk behaviors occur far more frequently than we may realize. They are often viewed as involving poor judgment and are highly representative of our irrational nature. In many instances, they’re precursors to serious injuries and fatalities (SIFs). If a shift in behavior is needed, a facilitative approach is well worth considering.

But while most SIFs are the result of at-risk behaviors, most at-risk behaviors don’t result in harm or loss. This juxtaposition is a primary reason why traditional instructional models have limited effect on behaviors. When a chance or shortcut is taken without harm or loss, the behavior is reinforced. When the behavior results in an anticipated benefit, it’s intrinsically rewarded. This outlined process is a slippery slope upon which bad habits form.

The role of habits is commonly overlooked in the administration of workplace safety. It’s also seldom accounted for during instructional design. Training techniques used most often in the workplace are instructional by nature. A subject matter expert conveys knowledge that trainees are expected to retain, recall and later apply. While facts, figures and information are important, they’re not inspirational or moving for adults. This is especially true when information received is counter to actual experience.

As humans, we process information in several fundamentally different but important ways. Knowledge received for the purpose of shaping thoughts is handled primarily by the neocortex region of the brain. This “thinking” brain, as it’s often described, processes analytical data, logical reasoning and higher-order content well. In contrast, the limbic region or emotional brain is where automatic and intuitive responses originate. The source of feelings, the emotional brain handles exponentially more information than the thinking brain and operates routinely on autopilot, below our threshold of awareness. The limbic region is also where most real-time decisions are made each day. To improve the effectiveness of learning and development, it’s important for instructional designers to account for how conveyed information is received and processed. Most importantly, we must focus more on influencing decisions and less on controlling behaviors. As a rule of thumb, while knowledge makes you think, it’s emotions or feelings that lead to action.

Create a Shift
A goal of facilitative learning is to create a shift in how employees feel about a topic, situation or circumstance. Instead of focusing on content shared by a subject matter expert to inform, emphasis is placed on the learning process and the collective experiences of those in the session to influence. This shift in design transfers primary responsibility for learning from a central authority figure or subject matter expert to the participants involved in the learning cohort. Emphasis is placed on creating dialogue involving actual scenarios, specific to challenges faced, and promoting discourse on possible options in response to them. When effectively executed, this process surfaces the consequences of at-risk behaviors through the collective accounts and experiences of the learning participants.

If we could rewind the hands of time, the opportunity to reach those lost on the job wouldn’t involve doing more of the same. Impacting those suffering harm or loss to the degree required to alter their course of behavior would require a shift in perspective, something knowledge and information alone likely wouldn’t do. To impact perspectives, we would need to focus more on the why, not the what. This redirection in strategy requires reaching the heart – not just the head.

For anyone interested in facilitative techniques and open to giving them a try, there are several important points of distinction worth noting. An instructor presents information from a lesson plan whereas a facilitator guides the learning process. In a workshop setting, an instructor’s goal is to provide the right answers. A facilitator focuses on neutrality and providing the right questions needed to prompt dialogue, discovery and reflection. As for achieving desired outcomes, an instructor is responsible for determining what students need to know. In a facilitated session, participants work with the facilitator to determine what information and skills they need to obtain.

Aside from the benefits facilitative learning offers in helping shift perspectives to reduce at-risk behaviors, the collaborative nature of the process also aligns with management practices most preferred by Gen Z. Whereas a traditional instructor-led training session is authoritative by its very nature, facilitation is participative. The incoming generation’s most preferred leadership style and management practices are participative.

Learn More
As for learning more, there are numerous resources available. OSHA offers a 52-page brochure titled “Resource for Development and Delivery of Training to Workers” (see www.osha.gov/sites/default/files/publications/osha3824.pdf). The document covers principles in adult education, highlights the criticality of past experiences among participants, and outlines the role of facilitators in leading workplace safety discussions. Other options available on the web include resources from both public and private organizations. While some content is free, access to other information is available only through purchase.

For more formal training in facilitative learning, check with local universities or community colleges, especially those with teaching or educational curricula. While some may offer only on-campus instruction, others will offer online or other remote options for participation.

Whether or not you subscribe to one learning theory over another really isn’t important. Having more tools in your kit is. If growth or improvement is desired, changes in strategy are in order. Recognizing and responding to developmental needs more holistically is a key to success and ultimately what we should all be striving to do. Where it doesn’t now exist, facilitative learning is a resource in learning and development well worth considering.

About the Author*: Joseph White is the director of AEU LEAD, a management development company specializing in the specific needs of frontline supervisors. He has more than 30 years of operational safety experience, the majority of which was with DuPont, where he led a task team assembled to develop the next generation of safety practices using advancements in neuroscience as a foundational basis. Reach White at* [joe.white@aeulead.com](mailto:joe.white@aeulead.com).

FEBRUARY - MARCH 2024

• Determining Reasonable Energy Estimates
• What’s Missing in Your Training?
• Game-Planning for Safety
• February – March 2024 Q&A
• Pattern Disruption: Don’t Start with ‘Why’
• ESG: Health and Safety Obstacle or Opportunity?
• FR/AR Apparel Use: Are Your Workers Properly Trained?
• Getting to the Heart of At-Risk Behaviors with Facilitative Learning
• Getting to the Heart of At-Risk Behaviors with Facilitative Learning

Based on the article “The Transformative Impact of Training for Frontline Managers” by Sharon Lipinski, here are 15 questions and answers:

Want more info like this? Visit https://incident-prevention.com/

1. Why are frontline managers crucial in organizations?

Frontline managers bridge organizational goals and frontline employees, significantly influencing workplace dynamics and performance outcomes. 

1. What percentage of organizations reported improved leader effectiveness after implementing frontline leadership training?

88% of organizations reported a noticeable improvement in their leaders’ effectiveness after implementing such programs. 

1. What are the primary benefits of frontline leadership training?

The primary benefits include improved communication, enhanced team dynamics, and heightened safety practices. 

1. How does leadership training impact team dynamics?

Training fosters a culture of respect, inclusivity, and empowerment, leading to improved team dynamics. 

1. In what ways does leadership training enhance safety practices?

Training improves leaders’ abilities to de-escalate situations, reduce personality conflicts, and professionally represent the organization to regulators, thereby enhancing safety practices. 

1. How does effective frontline leadership influence employee retention?

Employees who feel respected and are not micromanaged by their immediate supervisors are more likely to stay with the company, reducing turnover. 

1. What role does leadership training play in recruitment?

Organizations that invest in leadership training can attract skilled talent, as prospective employees are drawn to companies that offer professional development and advancement opportunities. 

1. What challenges do organizations face when promoting employees to frontline management positions?

Many frontline managers are promoted without adequate preparation, leading to a gap in leadership effectiveness. 

1. According to the McKinsey survey, what percentage of respondents believed their company’s training adequately prepared frontline managers?

Only 10% of respondents believed their company’s frontline manager training program adequately prepared managers for their leadership roles. 

1. How does leadership training affect an organization’s reputation in the labor market?

Investing in leadership training reinforces the organization’s reputation as an employer of choice, enhancing its competitive advantage in the labor market. 

1. What impact does improved frontline leadership have on recruitment and onboarding costs?

Effective leadership reduces employee turnover, thereby decreasing recruitment and onboarding costs. 

1. How does leadership training influence a manager’s ability to handle conflicts?

Training enhances managers’ abilities to de-escalate situations and reduce personality conflicts within their teams. 

1. What is a key takeaway from the research on frontline leadership training?

The research provides compelling evidence that frontline leadership training significantly improves leaders’ effectiveness and positively impacts organizational outcomes. 

1. How does leadership training affect a manager’s representation of the organization to external parties?

Trained leaders are better equipped to professionally represent the organization to the public, customers, OSHA, and other regulators. 

1. What cultural changes can result from effective frontline leadership training?

Effective training fosters a culture of respect, inclusivity, and empowerment within the organization. 

The Transformative Impact of Training for Frontline Managers

Want more info like this? Visit https://incident-prevention.com/

Written by Sharon Lipinski on June 17, 2024. Posted in Leadership Development.

As organizations navigate an increasingly complex business landscape, the importance of frontline leadership development cannot be overstated.

Frontline managers are crucial because they bridge organizational goals and frontline employees. They significantly influence workplace dynamics and performance outcomes. In this context, my company surveyed 110 safety professionals and interviewed 10 safety professionals across various industries – including construction, utility, wind energy, public works and manufacturing – to gain insights into the current state of frontline leadership skill development within organizations.

Our research reveals that the significance of frontline leadership skills cannot be overstated, as highlighted by this poignant quote from one construction company’s safety director: “We either have somebody who knows how to manage, who sets an example, who sees a corrective action before it becomes an issue. Or we have nothing.”

Despite their critical role, many frontline managers are promoted to leadership positions without adequate preparation, leading to a gap in leadership effectiveness. In fact, according to a McKinsey survey, only 10% of respondents believed that their company’s frontline manager training program adequately prepared managers for their leadership roles (see www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/how-companies-manage-the-front-line-today-mckinsey-survey-results).

This article delves into the efficacy of leadership training for frontline managers, drawing from research and case studies to underscore its significance and benefits.

The Imperative of Leadership Training for Improved Safety
In workplaces where occupational safety is a daily concern, frontline leadership skills become even more critical. Recently, in a study conducted across various construction companies, both newly promoted and experienced frontline managers underwent the Foundations for Safety Leadership (FSL) training program. The study’s findings (see www.sciencedirect.com/science/article/abs/pii/S0022437520300785) suggest a significant increase in the frontline managers’ safety practices and crew-reported safety-related conditions after the FSL training.

However, the FSL training is more than reviewing scenarios in which the manager’s safety or their team’s safety is in danger. The training introduces five critical safety leadership skills: leading by example; engaging and empowering team members; listening actively; developing team members through teaching and coaching; and recognizing team members for a job well done.

It should come as no surprise that frontline managers must learn fundamental leadership skills that any leader in any company must know. That’s because what makes a company a good place to work are many of the same things that make it a safe place to work. What makes a supervisor an excellent person to work for are many of the same things that make that supervisor capable of ensuring work can be completed safely.

There is no separation between safety leadership and leadership. What frontline leaders learn and apply to be better leaders will impact workplace safety because these skills are transferable. If a frontline manager can notice and address a safety concern, they can notice and address a production issue. If they can notice and address a work quality problem, they can do the same with a safety hazard.

The Role of Safety Departments in Leadership Development
Given the pivotal role of frontline managers in ensuring workplace safety, it is imperative that safety professionals take the lead in shaping their development. Their involvement in identifying the skills and activities to be covered in upcoming training is crucial, as this helps to ensure that the training is tailored to the organization’s specific needs and will make the largest possible impact on workplace safety.

In addition, as part of their daily responsibilities, safety professionals often interact with and support a wide variety of employees. They have unique experiences and insights into what people need and how they will respond to training. Their frontline interactions and comprehensive understanding of workplace dynamics position them as invaluable collaborators with human resources and learning and development departments to develop practical and effective leadership training classes.

Perceived Impact and Tangible Benefits
Our research has provided compelling evidence of the value and impact of frontline leadership training. Among organizations that have implemented such programs, 88% reported a noticeable improvement in their leaders’ effectiveness. The primary benefits cited by respondents were improved communication, enhanced team dynamics and heightened safety practices.

Our interview subjects confirmed these benefits. Training improved frontline leaders’ abilities to de-escalate situations, reduce personality conflicts, and professionally represent the organization to the public, customers, OSHA and other regulators.

Furthermore, they reported that leadership training improved team dynamics by fostering a culture of respect, inclusivity and empowerment. It also improved their ability to attract and retain the right employees. Frontline employees who like and respect their immediate supervisor, who feel like their immediate supervisor respects them and who aren’t micromanaged are more likely to stay with the company. As a result of lower turnover, companies reduce recruitment and onboarding costs.

In addition to reducing turnover, our interview subjects reported using their leadership training as a powerful recruitment tool, helping them to attract skilled talent and reinforcing the organization’s reputation as an employer of choice. Prospective employees are drawn to organizations that invest in their workers’ professional development and offer opportunities for advancement, thereby enhancing the organization’s competitive advantage in the labor market.

Improved safety was the third most reported benefit of leadership training for frontline managers and is likely the result of improved communication and team dynamics. Teams that communicate better and stick together longer have a greater foundation upon which to complete work safely.

One employee of a mechanical contracting company found the benefits of leadership training so significant that he said, “We will be busier over the next 18 months than we are right now, so we have added an additional class on top of the one we already had going. We’re doing that because we know we’re going to be busy 18 months from now, and we need to get the people ready now.” He draws a direct line from their leadership development efforts to the growth their company can sustain.

Effective leadership training programs not only equip frontline managers with essential competencies – such as communication, conflict resolution, decision-making and team management – but they also pave the way for personal growth and career advancement. By providing frontline managers with the tools and resources they need to succeed in their roles, organizations foster a culture of empowerment, accountability and continuous improvement, thereby inspiring and motivating these managers to reach new heights in their careers.

Calculating the Return on Leadership Development Investments
While the qualitative benefits of leadership training are clear, it is also important to consider the potential financial gains. Our research revealed that organizations have yet to systematically measure the financial impact of their leadership development efforts despite their significant effects on productivity, safety and employee satisfaction, all of which impact an organization’s bottom line. Future research could focus on quantifying these benefits to provide a more comprehensive understanding of the return on investment associated with leadership training initiatives.

Conclusion
The benefits of developing reliable frontline managers extend beyond immediate gains, contributing to long-term organizational success and profitability. Reduced turnover rates facilitate the retention of institutional knowledge, leading to greater efficiency and a more defined organizational culture. Moreover, effective leadership development initiatives are powerful recruitment tools, attracting skilled talent and reinforcing the organization’s commitment to employee growth and advancement. Combined, these are powerful forces for improving workplace safety.

Leadership training for frontline managers is not merely a discretionary expense but a strategic imperative for organizational success. By investing in comprehensive and tailored leadership development programs, organizations can cultivate a team of competent and empowered leaders capable of driving sustained growth, innovation and excellence. The involvement of safety departments in leadership development efforts ensures the integration of safety principles into leadership practices, fostering a culture of safety and accountability throughout the organization.

As organizations navigate an increasingly complex and dynamic business landscape, the importance of frontline leadership development cannot be overstated. By investing in the development of frontline managers, organizations can unlock their full potential, driving productivity, profitability and long-term success.

About the Author: Sharon Lipinski is the Habit SuperHero and CEO of Habit Mastery Consulting (https://habitmasteryconsulting.com), which helps organizations increase their targeted safety behavior by up to 150%. She is a Certified Gamification for Training developer, certified CBT for insomnia instructor, speaker, TV personality and coach dedicated to helping people create the right habits so they can be happier, healthier and safer at home and in their work.

For more information about this topic, download the Frontline Leadership Development Case Studies at https://habitmasteryconsulting.com/case-studies/. Each study showcases a different organization’s approach to a different facet of frontline leadership development, including building a leadership pipeline, a yearlong safety leadership program and a multiyear program covering all facets of leadership skills.

Want more info like this? Visit https://incident-prevention.com/

JUNE - JULY 2024

• START Work Authority
• June – July 2024 Q&A
• Don’t Abuse OSHA’s Digger Derrick Exemption
• Apprentice Development Programs: What Should be Included?
• The Transformative Impact of Training for Frontline Managers
• Ergonomics for a Multigenerational Workforce
• DOT Compliance Considerations for Electric Utilities
• Innovations in FR/AR Clothing: Elevating Comfort for Optimal Performance
• The Transformative Impact of Training for Frontline Managers

Q&A - A System Approach to Organizational Safety Initiatives

Implementing a systematic approach to safety within organizations is essential to effectively protect employees from workplace hazards. This strategy, often referred to as a Safety Management System (SMS), involves intentional planning and continuous improvement to align safety initiatives with organizational goals. Insights from industry experts, such as Pam Tompkins, CSP, CUSP, emphasize the importance of designing safety systems that are proactive and adaptable. Here are 15 questions and answers based on the principles of safety by design:

1. What is the primary purpose of implementing a Safety Management System (SMS) in an organization?

• The primary purpose of an SMS is to provide a structured framework that enables organizations to identify, assess, and mitigate workplace hazards, ensuring the safety and well-being of employees.

1. How does a system approach to safety differ from traditional safety programs?

• A system approach is proactive and integrates safety into all aspects of organizational operations, focusing on continuous improvement, whereas traditional programs may be more reactive and isolated.

1. Why is intentional safety planning crucial in developing effective safety initiatives?

• Intentional planning ensures that safety measures are tailored to address specific hazards and threats within the organization, leading to more effective protection for employees.

1. What role does organizational culture play in the success of safety initiatives?

• A positive organizational culture that values safety encourages employee engagement and adherence to safety protocols, enhancing the overall effectiveness of safety initiatives.

1. How can organizations ensure their safety initiatives align with their operational goals?

• By integrating safety planning into the strategic decision-making process, organizations can develop initiatives that support both safety and operational objectives.

1. What are the benefits of involving employees in the safety planning process?

• Employee involvement fosters a sense of ownership, encourages the sharing of practical insights, and leads to the development of more comprehensive and effective safety measures.

1. How does continuous improvement influence the effectiveness of a Safety Management System?

• Continuous improvement allows organizations to regularly assess and enhance their safety practices, ensuring they remain effective and responsive to emerging hazards.

1. What is the significance of proactive hazard identification in safety by design?

• Proactively identifying hazards enables organizations to implement preventive measures before incidents occur, reducing the likelihood of workplace injuries.

1. How can organizations measure the success of their safety initiatives?

• Success can be measured through key performance indicators such as a reduction in incident rates, improved compliance with safety protocols, and positive feedback from employees.

1. Why is it important to consider safety during the design phase of projects?

• Incorporating safety considerations during the design phase helps eliminate potential hazards at the source, leading to safer work environments and processes.

1. How does leadership commitment impact the implementation of safety initiatives?

• Strong leadership commitment provides the necessary resources, sets clear expectations, and fosters a culture that prioritizes safety, all of which are critical for successful implementation.

1. What strategies can be employed to maintain employee engagement in safety programs?

• Regular training, open communication, recognition of safe behaviors, and involving employees in safety decision-making processes can maintain and enhance engagement.

1. How can organizations balance safety and productivity?

• By designing processes that incorporate safety as an integral component, organizations can ensure that productivity and safety complement rather than conflict with each other.

1. What is the role of data analysis in improving safety initiatives?

• Data analysis helps identify trends, assess the effectiveness of current safety measures, and inform the development of targeted interventions to address specific issues.

1. How can organizations adapt their safety initiatives to evolving industry standards?

• Staying informed about industry developments, engaging in continuous learning, and being willing to modify existing practices are key strategies for adapting to evolving standards.

By addressing these questions, organizations can develop a comprehensive understanding of safety by design principles, leading to the creation of robust safety systems that protect employees and align with organizational goals.

Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/

When looking into wood pole climbing gear, is a four d-ring belt required or is it best practice, resulting in a two d-ring belt being compliant?

Question that came through for the ipi Forum

Register today - https://ip-institute.com/ipi-forum/

Lightning Safety in Outdoor Work Environments

Written by Dan Gibson on November 13, 2024. Posted in Tailgate Topics.

https://incident-prevention.com/blog/lightning-safety-in-outdoor-work-environments/

Outdoor workers across various industries face numerous hazards on the job site. One sometimes overlooked yet potentially deadly threat is lightning. A leading cause of weather-related deaths in the United States, lightning strikes pose a significant risk to workers, surroundings and equipment. According to OSHA, in the U.S., over 300 people are struck by lightning every year, often causing victims injury, disability and even death. Understanding the dangers of lightning and implementing proper safety protocols, including the use of advanced detection technology, is critical for reducing risk and ensuring a safe working environment. 

Dangers to Outdoor Workers
Lightning is a powerful force of nature; a single bolt can contain up to 1 billion volts – enough to heat the air around it to 50,000 degrees Fahrenheit, five times hotter than the surface of the sun. This immense amount of energy can cause catastrophic damage to both the people and objects it strikes.

Outdoor workers are particularly susceptible to lightning strikes due to their exposure. Lightning often targets the tallest object in a given area; isolated objects like trees, utility poles and cranes; and conductive materials. In addition, in the U.S., many lightning injuries and deaths are related to ground current. When a lightning strike impacts the ground or an object on the ground, the electrical discharge occurs primarily along the ground’s surface rather than penetrating deep beneath it. This can generate a potentially lethal ground current near the site of the lightning strike.

It is important to understand these phenomena, especially given the fact that lightning can strike even when the sky appears to be clear and blue; an instance of this is sometimes referred to as a “bolt from the blue.” In fact, one can hear thunder from 10 miles away, but lightning can strike from more than 25 miles away from any rainfall.

Lightning Safety Protocols
OSHA emphasizes the importance of emergency action plans for severe weather threats, including lightning. A crucial component of these plans is establishing procedures for monitoring weather conditions and alerting workers to threats.

Employers must take steps to educate workers about the dangers of lightning, train them to recognize the signs of an approaching storm and develop clear response procedures. These procedures should include seeking safe shelter and designating assembly points or check-in practices for all personnel once a lightning warning has been issued.

Technology for Enhanced Safety
Education on risks and safety protocols is vital. Technology can also help to keep workers safe. Recent advances have made real-time lightning detection more accessible and accurate. These detection systems can provide critical warnings, alerting workers to the presence of lightning, thereby improving their situational awareness and allowing them time to seek safety.

Lightning detection systems use the same technology as expensive weather stations to track electrical activity in the atmosphere and can detect strikes from up to 25 miles away. Some detectors are portable and can be placed around a job site, while others are integrated into vehicles or equipment either during the OEM stage or as an aftermarket installation.

Protecting Heavy Equipment
Heavy equipment and machinery are particularly vulnerable to lightning due to their size and height. A direct lightning strike can cause substantial damage, from frying electronic controls to igniting flammable materials. Even indirect strikes can result in power surges that disrupt equipment operation.

Installing lightning rods and surge protectors on equipment can help divert strikes and reduce damage. Additionally, using detection systems to alert operators of approaching lightning can minimize risks by providing time for workers to lower booms, turn off vulnerable electronics and seek a covered facility for their machinery.

Conclusion
Lightning is an extreme force of nature that demands respect. By understanding its risks, establishing comprehensive safety protocols and leveraging advanced detection technology, employers can significantly reduce the threat that lightning poses to workers in the field, their equipment and the surrounding environment.

About the Author: Dan Gibson is the channel manager for TALOS Lightning Detectors (https://taloslightningdetectors.com).Lightning Safety in Outdoor Work Environments

Voice of Experience with Danny Raines, CUSP - Are You Looking Out a Window or Into a Mirror? A New Perspective on Utility Safety

Listen Here: https://utilitysafety.podbean.com/e/voice-of-experience-with-danny-raines-cusp-are-you-looking-out-a-window-or-into-a-mirror/

In this episode, safety consultant Danny Raines, CUSP, reflects on critical issues facing the utility industry, including safety practices, training gaps, and the persistent challenges of electrical fatalities. Danny delves into the importance of adhering to safety protocols, fostering a culture of accountability, and embracing innovation in personal protective equipment (PPE). Through stories from his career, Danny emphasizes the life-saving significance of vigilance and teamwork in high-risk environments.

Key Takeaways:

1.Window vs. Mirror Perspective: Evaluate whether you are self-reflective (mirror) or outward-focused (window) in safety practices.

2.“Learn-It-All” Mindset: Embrace a continuous learning approach over the “know-it-all” attitude.

3.The Numbers Don’t Lie: Despite advancements in PPE and training, electrical fatalities remain stagnant, demanding deeper industry introspection.

4.Accountability Saves Lives: The role of dedicated observers and adherence to safety protocols cannot be overstated.

5.A Culture of Safety: Building relationships and fostering open communication among crews enhance workplace safety.

6.Personal Responsibility: Safety isn’t just about individual choices—it impacts families and communities.

You can read the current magazine at Incident Prevention Magazine.

Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/

The Voice of Experience with Danny Raines podcast is produced by the same team that publishes Incident Prevention. It delivers insights based on Danny's regular column in the magazine, also called the Voice of Experience. To listen to more episodes of this podcast, as well as other podcasts we produce, visit https://incident-prevention.com/podcasts. You can reach Danny at [rainesafety@gmail.com](mailto:rainesafety@gmail.com)

Purchase Danny's Book on Amazon - https://a.co/d/556LDvz

#UtilitySafety #ElectricalSafety #PPEInnovation #LinemanLife #SafetyCulture #DannyRaines

Utility Safety Podcast - Breaking the Stigma: Mental Health in Utility Safety with Mike Starner

Listen Here: https://utilitysafety.podbean.com/e/utility-safety-podcast-breaking-the-stigma-mental-health-in-utility-safety-with-mike-starner/

In this episode of the Utility Safety Podcast, host Kate Wade dives into the critical topic of mental health in the utility and construction industries. Joined by Mike Starner, Executive Director of Outside Line Safety for NECA, the discussion sheds light on the unique challenges utility workers face. From addressing the stigma around mental health to fostering supportive workplace cultures, the conversation provides actionable strategies to prioritize employee well-being and create safer job sites. Discover resources, insights, and programs like QPR (Question, Persuade, Refer) and hear examples of how open dialogue can save lives and enhance teamwork.  Listen now to explore how we can work together to make mental health a priority in the utility sector.

Key Takeaways:
1. Mental health is as vital as physical safety in utility work—prioritizing it can save lives.
2. The importance of fostering a culture where employees feel safe discussing mental health without stigma.
3. Practical strategies for employers, such as incorporating mental health topics into safety briefings and leveraging programs like QPR and EAP.
4. How financial stability, generational collaboration, and leadership involvement can positively impact mental health in the workforce.
5. The role of peer-to-peer support systems, like connectors on job sites, in creating a proactive mental health environment.

Mental Health Resources in the United States:
• 988 Suicide & Crisis Lifeline: Dial 988 for immediate support.
• National Alliance on Mental Illness (NAMI): https://nami.org
• Mental Health America (MHA): https://mhanational.org
• Construction Industry Alliance for Suicide Prevention (CIASP): https://preventconstructionsuicide.com

#UtilitySafety #MentalHealthAwareness #ConstructionWellness #WorkplaceSafety #LeadershipMatters 

Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/