If you were really honest, to what degree do you see your people as a resource that can be harnessed or as a problem that needs to be solved?

2. How many front-line workers, who carry the greatest risk of being harmed, do you know the names of ?

3. Do you know them well? What do you know about them? Do you know their kids, family situation, hobbies, interests, hopes, dreams?

4. How often do you engage them? Weekly, monthly?

5. Are you curious to learn about them and what their unique skills are that enable them to do the work they do – which delivers the product/output for your business?

6. Do you value what they do above what you do for the business?

7. Do you feel your role is to serve them and create a workplace that is challenging, rewarding and supportive for them – because you as a leader have the ability to create that?

8. What types of data are we currently using to make our decisions – do we use both facts and people data?

9. How effective are we at including everyone in the organisation in change design?

1. Do you know if there is a disconnect between the ‘safety polices’ and the ‘way work is done’ – if so, have you considered changing to adapt to your employees’ needs?

2. How do we evaluate the effectiveness of our safety approach?

3. Do we know what works and what doesn’t work for safety for our people?

4. What data motivates us to make significant changes – a death, a near miss or people’s feedback?

5. What data do we use to inform our safety strategy?

1. I frequently (weekly) engage my people to ask what can I do to improve your safety?

2. I feel comfortable and confident approaching my people to seek feedback?

3. Do your people frequently approach you with suggestions for improvements?

4. When you receive safety report data, do you then follow up with conversations to understand what can be improved?

5. In the last month, have you changed a safety process based on feedback from your people?

1. Do you believe soft skills benefit your role in the organisation?

2. What training or education do you need to enhance your soft-skills?

3. How will you practise your soft skills, gain helpful feedback and reflect on your skill?

4. How will you know when you have achieved the soft-skill?

1. What could be some helpful questions you can ask your team members when they return from any workshop or coaching session? What could be some questions that extend beyond the generic ‘how did you go?’ line of questioning. Such examples may include ‘what will you do differently?’
or ‘how would I know there has been an effective change in behaviour?’
or other specific questions that are catered for your team member.

2. Reflect upon your own attitudes to growth and development. Do you actively seek out learning opportunities or only find yourself attending workshops when asked to by your company? A thirst for knowledge and development can create innovative ways of thinking and allow personal and organisational growth.

3. How do you currently demonstrate self-leadership in terms of learning and development activities? Are you more of a self-directed learner or need to be motivated in order to grasp new ideas and concepts? Assessing your own level of self-leadership can help provide insight into specific actions that may need to be modified. As safety leaders, what one does can influence others through their direct actions.

4. With all of the knowledge and information you possess, how do you currently share this knowledge with others? Is core information shared through general discussions or other informal ways, or is information passed on through a mentoring relationship? The informal sharing of knowledge contributes to a learning culture and minimises a dependency on one specific person.