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<\/p>\nLeaders the world over face the same tough safety challenges that stand in the way of 0 injuries. These challenges begin with attitude and awareness; change, communication, and compliance; and risk and training. If everyone is going to go home alive and well at the end of every day, these challenges need to be met head on, managed, and solved\u2014at least to the extent they can ever be solved.<\/p>\n
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In reality, challenges like these never really get solved; there will always be new changes to be executed and new people to be trained, making managing safety performance a never-ending battle. In a day of the life of a leader, not having to face any one of those challenges seems like a good thing\u2014it means one less problem to have to worry about, or spend time managing to keep everybody safe.<\/p>\n
Still, there is always one tough safety challenge every leader in the world should be thankful to have, the one that comes as good news and is evidence that the leader is doing a good job managing safety. That challenge? Complacency, of course. It\u2019s the challenge every leader wants to face, but never wants to be a victim of.<\/p>\n
There\u2019s a long list of people, places, times, and situations where complacency would never be a problem. A new person completing a new task may be nervous, inexperienced, self-conscious, over-prepared, or overwhelmed, but never complacent.<\/p>\n
In the middle of a crisis\u2014emergency, fire, rescue, abnormal situation\u2014those involved are stressed, stretched, and in a situation where consequences and risk are greatly elevated.<\/p>\n
But, they\u2019re not complacent.<\/p>\n
The day after a big, negative event\u2014like the crises that didn\u2019t turn out well\u2014everyone is worried, fearful, or depressed, but not complacent.<\/p>\n
So, when are people complacent? When they\u2019re doing something routine and easy, something they\u2019ve done so many times they don\u2019t even have to think about what they\u2019re doing. Complacency can also occur when there\u2019s been a long run of success, such as a million hours without anyone getting hurt. Success breeds complacency, proving no good deed ever goes unpunished.<\/p>\n
The challenge of complacency is the reward a leader gets for doing a great job managing all those other tough safety challenges. The one exception might be awareness\u2014complacency reflects a lack of acute awareness of the hazards potentially present in a situation. It\u2019s not a case of \u201cpeople aren\u2019t thinking\u201d but rather a case of \u201cpeople aren\u2019t thinking about what they\u2019re doing right now.\u201d<\/p>\n
Complacency is a lagging indicator: it\u2019s a challenge that shows up late in the process of managing safety performance. If you solve training, normalize operations, get things running like clockwork, and get great safety performance, complacency should be the predicable outcome.<\/p>\n
If every leader were looking, even waiting, for this problem to show up, complacency wouldn\u2019t be the big problem it all too often is. The problem is that leaders themselves often fall victim to complacency without even realizing that they have.<\/p>\n
Leader complacency doesn\u2019t look anything at all like what it\u2019s supposed to look like. You picture the complacent leader, sitting in the office, sipping the morning\u2019s latte, reading the performance reports, (they\u2019re wonderful), and waiting for the phone to ring.<\/p>\n
That\u2019s the theory. In practice, the leader who\u2019s gotten complacent on safety is running late to the safety award celebration; on the phone with the customer, talking about more business; or in a planning meeting for the expansion project. They\u2019re working on a special assignment for \u201cthe next big thing.\u201d<\/p>\n
In business, there\u2019s always some next big thing to get excited about. Thinking, \u201cNow that we\u2019ve won that safety award or got safety fixed, we can turn our attention to\u2026\u201d is the surest sign that the challenge of leadership complacency on safety has arrived. That\u2019s when the clock starts ticking: it\u2019s only a matter of time before safety performance starts getting worse.<\/p>\n
In real life, safety never really gets fixed, it just gets managed. The better it gets managed, the easier it is for leaders to take their eyes off that prize and devote time and attention to other things. It\u2019s perfectly understandable: what supervisors and managers do for a living is solve problems. With complacency, there is no problem\u2014yet.<\/p>\n
Whether it\u2019s a crew, department, site, division, or an entire company, managing safety performance boils down to leaders getting their followers to raise their game and work more safely than they would have if left on their own. Raising the game of all those followers puts culture squarely in the crosshairs of every leader.<\/p>\n
Culture operates like a giant flywheel in organizations, providing stability and inertia. It takes a great deal of energy to change the course of direction, for better or worse. That\u2019s why every leader who tries to change the culture always has to overcome resistance (\u201cI don\u2019t want to do it that way\u201d) and habit (\u201cThat\u2019s not the way we\u2019ve always done it.\u201d)<\/p>\n
If the culture change effort is actually successful, the function of the flywheel becomes positive. The safety culture becomes an attractor rather than a detractor; things that don\u2019t match the culture\u2014unsafe behavior and equipment, to name 2\u2014are quickly singled out and corrected: \u201cThat\u2019s not the way we do things around here.\u201d<\/p>\n
That\u2019s the point at which the flywheel provides the energy to maintain the culture. Businesses that achieve this are said to have an \u201cinterdependent safety culture.\u201d This reflects the idea that performance is great because everyone is taking active ownership of safety.<\/p>\n
While we may know how this culture looks, the question remains as to how we can achieve that culture and how it can be maintained. The answers are obvious, and they suggest the problem that cultural flywheel can mask: the leader\u2019s complacency.<\/p>\n
The flywheel of safety culture can keep things going in a good direction for a long time\u2014even when management has moved on to the next big thing. However, simple inertia will not keep safety culture intact forever. Slowly, even imperceptibly, that positive energy will begin to dissipate.<\/p>\n
In a perfect world, when complacency begins to show up in management, followers would lead their leaders: \u201cBoss, you used to put a whole lot more pressure on us to work safely. You used to be a lot tougher on us. You used to ask a lot more tough questions. You used to check up on us. You used to hold us accountable. If you don\u2019t go back to doing that, one of us is going to go home hurt. None of us want to be that guy.\u201d<\/p>\n
If this occurred, those followers would be doing their leader a big favor\u2014not to mention a big favor to themselves: going home alive and well at the end of the day is the whole point of managing safety. However, that\u2019s not what tends to happen in the real world. Without the continuous investment of a leader\u2019s energy in managing safety, performance will plateau.<\/p>\n
It is important to note that workers must also stay vigilant in regard to safety. It is easy to become complacent and pay less attention to safeguards\u2014both employees and management should work together to ensure safety remains a priority.<\/p>\n
Once you start looking for it, complacency is pretty easy to spot. The problem is, complacent people don\u2019t normally go looking for a problem. When everything is going well, they see no need to look for issues.<\/p>\n
When things are going great, who thinks they need to pay attention to some problem that probably doesn\u2019t even exist in the first place? It would take more than a bit of paranoia for a leader to be thinking, \u201cIt\u2019s too quiet. Nobody\u2019s worried. That worries me.\u201d<\/p>\n
When you pause and reflect\u2014something very few busy leaders have time to do\u2014on the potential problem of complacency, it\u2019s not that hard to recognize its warning signs. There are behaviors\u2014words and actions\u2014that are clear indications of the onset of complacency. It\u2019s even possible to create a measurement of its leading indicators.<\/p>\n
Observe the behaviors and monitor the conversations that suggest people are getting complacent. For example, complacency is beginning to set in when people say things about safety processes and performance such as:<\/p>\n
\u2022 \u00a0\u00a0 \u00a0Do we really need to keep doing this?
\n\u2022 \u00a0\u00a0 \u00a0That\u2019ll never happen here.
\n\u2022 \u00a0\u00a0 \u00a0We don\u2019t have to worry about that.
\n\u2022 \u00a0\u00a0 \u00a0That really is a waste of time.
\n\u2022 \u00a0\u00a0 \u00a0I can\u2019t remember the last time I saw a problem like that here.
\n\u2022 \u00a0\u00a0 \u00a0We don\u2019t have that problem.
\n\u2022 \u00a0\u00a0 \u00a0We\u2019re doing great.
\n\u2022 \u00a0\u00a0 \u00a0Now that we\u2019ve got safety under control.<\/p>\n
These words indicate a complacent attitude\u2014if they are coming out of the mouths of employees, or even worse, a leader, then it is time to reevaluate safety culture and practices.<\/p>\n
Then, there are actions; if complacency is beginning to creep into your workplace, you may observe the following:<\/p>\n
\u2022 \u00a0\u00a0 \u00a0Small problems go unreported.
\n\u2022 \u00a0\u00a0 \u00a0More deficiencies show up in audits and inspections.
\n\u2022 \u00a0\u00a0 \u00a0Less time is taken when doing pre-job checks.
\n\u2022 \u00a0\u00a0 \u00a0Fewer people participate in safety meeting discussions.
\n\u2022 \u00a0\u00a0 \u00a0It\u2019s easier to find equipment and condition problems out on the job.
\n\u2022 \u00a0\u00a0 \u00a0Leaders spend less time working on safety.
\n\u2022 \u00a0\u00a0 \u00a0Fewer questions are asked by the boss about safety.
\n\u2022 \u00a0\u00a0 \u00a0Safety performance flatlines\u2014even when the line goes through zero.<\/p>\n
Safety is never a \u201cprocess under control,\u201d because people are never under control. Safety performance can get better and it can get worse. The zeros that show up as measures at the bottom line\u2014lost workdays, medical treatment cases, property damage\u2014are dependent variables in the process. It takes a lot of effort over a long time for those numbers to get to zero.<\/p>\n
Those dependent safety performance variables reflect the contribution made by key independent variables such as compliance, training, equipment condition and operation, and leadership. Those variables can begin to show signs of deterioration long before the dependent variables they control indicate any signs of a problem. Using a series of those metrics would be the simple means of constructing an early warning indicator of complacency.<\/p>\n
The bottom line on the challenge of complacency: it\u2019s always the last thing to show up in the process of managing safety performance. Knowing that, as safety performance gets better and better, complacency is the big thing every leader needs to be looking for and actively protecting against.<\/p>\n
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