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Previous: Safety culture – What descriptors would others use to describe yours?Leadership research and articles are numerous, yet there is one trait that frequently rises to the top.

Can you guess? Go ahead; I’ll wait. If you said integrity, give yourself 10 points.

Similar to the many articles on leadership, there are several definitions or contexts for integrity.

A simple one is “walking the talk,” meaning that our behavior meets our words. Integrity obviously has a value basis. People often describe it as a combination of honesty and ethics consistently demonstrated.

When we lead our teams, how we conduct ourselves is critical. It’s not just what we say, but also how we act. Whether it’s a student organization, a staff group, or a research group in a lab, what are the examples that we set? As leaders, we are often instrumental in establishing our team’s norms of accepted behaviors and ones that aren’t part of how we engage with each other.

Speaking of group norms, what’s another word for it? Again, I’ll wait. Did you say culture? If so, that’s another 10 points for you. So, when we engage in safety and health practices and behaviors in our team setting, we’re establishing a safety culture. And if it’s a positive one, it may be a true culture of safety.

When we demonstrate our concern for the health and safety of others, that reinforces our safety culture.

Group norms are contagious; they can be a good infection that bonds us, builds our team, and develops strength and resiliency. When we demonstrate that we actively care for our team members and their health and safety, it shows our integrity.

Be a safety leader – demonstrate integrity – show you care.

Jonathan

Next: Teams and the one thing that makes them successful

Sources:

“Reframing Organizations” by Bolman + Deal

“Project Management for Dummies”

“The Economist”

Dwight D. Eisenhower

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Previous: If I Can Focus On Only One ThingEvery group has some type of safety culture – the good, the bad, and the ugly are certainly three of many possibilities. How would others describe the safety culture for your group or team? Well, let's start with some possible categories.

As part of a study, I sought out descriptors in the safety culture literature, and I found 60. To be clear, these are mostly one or two-words used to describe a safety culture (as opposed to definitions or examples). Sixty seemed like a lot to wrap our brains around.

So, I sorted them into one of four categories - positive, negative, neutral, and ambiguous. It helped, but it still wasn't divided up enough for our liking.

So, I further sorted them into subgroups of similar approaches or effects. Yup, that helped. Admittedly there was a certain amount of subjectivity to my final subgroupings. Other safety or risk professionals or researchers may make different choices resulting in subtle changes within these subgroups.

Now, let's go back to my original question in the title of this blog – how would others describe your group's safety culture? Try this – take a look through my list here [URL link]. I've ordered them first alphabetically, then by categories, and lastly by subgroups. I suggest you start by skimming the alphabetic list. Only then, perhaps look at the categories and/or subgroups.

Here's a good thought-starter. Choose just one to start. Then consider how strong of a rating you'd give it from 1-10 (I'm leaving out zero because it'd be non-existent, and you should choose a different descriptor).

If it has a greater value, assign it in the 6-10 range. And if it has a lesser value, rate it from 1-5. Then choose a handful of others and rate them, too. Then stop. Now consider how others would rate each for your lab, group, etc. Interesting isn't it. You may want to use this exercise in your lab, office, or other groups or teams.

Next: Leadership – what do we all want?

Previous: Teams and the One Thing That Makes Them Successful Management author and guru Peter Drucker said, "Efficiency is doing things right. Effectiveness is doing the right thing." I've always liked this quote, especially when it comes to safety and risk. It sums up where we need to focus our safety culture efforts – doing the right things.

I was chatting with a colleague who directs organizational performance and is a certified six-sigma master black belt – expertise that focuses on maximizing efficiencies. We were comparing our two areas and the natural commonalities between the two. Neither of us was surprised by how much the two circles in our Venn diagram overlapped when it came to process improvement.

The stark difference in the severity of outcomes struck us as we discussed Efficiency vs. effectiveness. As he put it, "Jon, when processes in my world focus too much on efficiencies over effectiveness, the worst things that happen are we have convoluted business practices, upset customers, and wasting our limited resources. Whereas in your world when efficiencies are emphasized over effectiveness, bad things happen – people get hurt, and some die. It's the problem of pencil-whipping the checklist – it may seem efficient, but it's hardly effective at the outcomes you need – lower risks." He was aware of some of the sad tragedies in academia.

It says something that a non-safety, organizational performance professional would notice this difference as naturally as I did. We spoke the same language despite working in different areas. It's this language that he and I both use – how can we be more effective and achieve the outcomes we desire? The more we concentrate on how we can be effective at lowering risks, the more likely we'll have the outcomes we desire – a true culture of safety.

Be effective and strive for the right outcomes.

Next: Measure what you want to see (and you'll be rewarded with more of it!)

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Previous: Why call this blog the Won (1) Minute Warning?

It’s safety culture. Did you guess it? I’m not surprised; I mean, look at my former titles (official and informal) - both have “safety culture” in them.

But why? Good question.

Let’s back up. Just what is safety culture anyway? Culture is often described as “group norms and behaviors.” Still, a good heuristic is “how we do things here”.¹ So, safety culture is “group safety norms and behaviors” or “how we do safety here.”

Why focus only on safety culture anyway? Is it that important? Because we are horrible multi-taskers, have the attention span of a squirrel, and yeah, it is that important. Maybe even more so. Here’s how.

How much of a rule follower are you? Likely not much if you’re average. Know what? Me neither.

Surprised? Don’t be. When’s the last time you (or I) sped, rode our bike through a stop sign, or didn’t wear our safety glasses as required. Why? Risk.

We know it when we see it – and when we don’t. Don’t get me wrong – I’m not advocating breaking rules.

Imagine instead that a group had a set of values that translated into behaviors and thus group norms. And imagine that the values were for everyone’s safety. Imagine. Are you with me? Einstein said that imagination was more important than knowledge.²

Picasso said that if we can imagine it, we can create it.³ Just as we do with our research. Imagine.

Any group (lab, team, office, program, or an entire college) can create these group norms and behaviors for our safety. Not because of a rule – because it’s how we do safety here.

Imagine.

Next: Safety culture – What descriptors would others use to describe yours?

Sources:

¹ Elaine Cullen, Ph.D., CDC Researcher. ASSE conference presentation and discussions.

² https://todayinsci.com/E/Einstein_Albert/EinsteinAlbert-ImaginationQuote800px.htm

³ https://www.pablopicasso.org/quotes.jsp

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To be honest, "the two-minute warning" was already taken by several others and were invariably about U.S. football. So, as I sat at my laptop pondering a new name, I thought, "Go briefer, Jon. I wonder if 'One Minute Warning' is taken?" It wasn't.

Okay, but how many words can the average person read in a minute? And can I write a brief blog that short that's also useful and value-added?

Good questions. So, I went looking for the data.

It turns out the average person can read about 200-250 words in a minute. College students seem to read about 300 per minute, and presumably, PIs likely read the same.

But the topics may be themes that cause us to pause and rethink. I aim for around 250-300 words or so.

All right, but what kind of warning am I giving? Any. In football, the game stops with two minutes to go. Life doesn't work that way. But if we paused for just a minute to reconsider our risks, we might avert tragedies great and injuries small.

Okay, but why "won" and not "one"?

I love wordplay and puns. In safety, I have wins and losses. A win is when we have a positive outcome for a safety problem.

When we have the privilege of helping a student make it through safely, that's a win. When we can't help them make it, and they suffer, that's a loss.

Some wins are big; some are small.

The same goes for losses. My win-loss record is 6-2.

Read on.

272 words - nailed it. Stay tuned.

Next: If I Can Focus on Only One Thing

Sources:

https://www.irisreading.com/what-is-the-average-reading-speed/

https://www.quora.com/How-many-words-can-the-average-person-read-in-one-minute

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Previous: Effectiveness vs. Efficiency - Let's Not Confuse the Two

Peter Drucker said, “If you want it, measure it. If you can’t measure it, forget it.” John E. Jones said, “What gets measured gets done.” Or if you prefer, Robin S. Sharma said, “What gets measured gets improved.”

There are many variations on this theme.

So, what is it that we want or want to get done or improved?

I think it’s a safe workplace. But what makes for a safe workplace? Well, two things – safe conditions and safe behaviors. Oh sure, there’s more to it than that. But behaviors and conditions are a good enough start.

Which are typically easier to control – behaviors or conditions? I think you’ll agree that conditions are generally easier to achieve and maintain. It’s relatively easy to install a guard. And once in place, it tends to stay there. And if one day it’s missing, I’d say it’s from an unsafe behavior – wouldn’t you?

So, behaviors. Safe behaviors. Like what? Well, how’s assessing risk as a start? Or discussing safe procedures? Encouraging others to put on a forgotten PPE? I’ve heard these the most over the years. Behaviors – safe or unsafe ones – are hard to measure. But they are possible.

Instead, what gets measured as our intended outcome? Negative outcomes – or rather an absence of them. Like what? Injuries, exposures, lost days, illnesses, incidents, their costs, and even deaths.

It’s odd when you say it – our intended outcomes are not to have adverse effects. Sure, these absence management metrics exist, but how do we get them (or I suppose not get them)? Behaviors. Safe behaviors. Focus on what you want, not what you don’t want. Safe behaviors become safe habits. And safe habits become norms. And norms become our safety culture.

Measure what you want to get or improve.

Next: Leading vs. lagging indicators – which matter more?

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Previous: Instead of Safety First We Should Be Saying ...“Hey Jon, what’s the matter with talking about safety?” Good question. It’s not enough, that’s what. We need to move this discussion and our language forward. We need to discuss safety culture instead—each and every time. Instead of a safety committee, it’s a safety culture committee. Our safety efforts become our safety culture efforts. And safety training is now safety culture training. Language matters, and repetition leads to referential validity (the more it’s said, the more real it becomes).

It works. I did this at a previous position. Granted, my role facilitated it, but it was my choice to turn every phrase into an opportunity to say, “safety culture.” At first, it seemed a bit unnatural, even forced – and I suppose it was. But after a while, it was perfectly natural – for me and others. It rolled right off my tongue, and I noticed that others were using it, too.

And why not? If we want to advance to a way (a zen?) of safety culture, we need to use every opportunity to discuss it – to make it real for people. As much as safety culture represents group norms and behaviors, it won’t just happen independently. It takes purposeful effort on our part. Or parts – all of our parts. We all have to be in the game, helping to make it happen.

Do your part. Instead of just safety, try using safety culture. See what happens.

Next: And now that we’re talking about safety culture, we should also be discussing …

Previous: Measure What You Want To See (and You'll Be Rewarded with More Of It)

Do you drive? Or perhaps ride a bike? Me too. When I’m driving or riding, I look ahead – I need to see where I’m going. Oh sure, I’ll glance in the rearview mirror or turn and look behind my bike even while going forward. But if I drive by looking backwards, I’m going to crash.

Trust me – not paying attention to what’s in front will lead to a bad outcome.

So, why the heck do we drive our safety programs by looking backwards? It doesn’t make sense. If you’re wondering, “Jon, what are you talking about?” Let me help.

Lagging indicators. They’re the things that we tend to focus on and keep track of the most. We drive our programs using them. Oh, you know them – they’re anything that is behind us, they are usually after an event, they lag. Want some examples? Sure.

They include injuries, exposures, unsafe conditions, lost days, illnesses, incidents, findings, fines, and even deaths.

What should we use to drive our programs instead? Leading indicators. They are ahead of the event. They often represent a positive in the future, such as safe behaviors. Remember my driving analogy? My leading indicators are being focused on the road, paying attention to traffic, avoiding others, indicating my intent to turn or change lanes, and watching my velocity.

For a safe workplace, we often think of leading indicators as the safe behaviors we hope for. These often include consistent use of PPE, engaging in safety and risk conversations, providing safety mentoring, creating safety initiatives, performing our own risk assessments, etc. All of these occur before events. In fact, they are what prevent adverse events from happening. Are they challenging to track? Yup.

But are they worth it?

Absolutely.

Drive or ride while looking ahead, not behind. Get out in front – pay attention to, encourage, and track leading indicators.

Jonathan

For more information on leading vs. lagging indicators, watch the

Next: Instead of “safety first,” we should be saying …

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Previous: Leading vs. Lagging Indicators‚ Which Matter More?You’ve seen it before.

It’s everywhere. At entrances to sites, on reminder signs, and company swag.

“Safety first!” Uh-huh, sure. When you got some coffee, shaved, drove or rode, walked into work, started your workday, etc., did you say to yourself, “safety first”? Or at least, did you think of safety before the task?

No? Yeah, me neither. So, if it’s so important, then why don’t we do it?

It’s not natural. We have a task to accomplish, so we focus on our task at hand. It’s perfectly natural, too. If we don’t think “safety first,” why do we expect workers to do so? Good question. Likely, it’s become a catchphrase that’s been repeated so many times, we believe it (referential validity). It’s in our safety lexicon. And it feels good.

So, what would make more sense? What is more natural? What might be accomplishable? “Safety with …”. It’s what we want people to do. While you’re performing your task, please incorporate safe practices during it. “Safety with …”. Let’s try it out and see how it might work.

Safety with research.

Safety with construction. Safety with driving. Safety with work. Did you see how it flows so easily? And it makes sense. Engage in safe behaviors while performing the task or assignment. Only that’s too long – so instead, safety with. And it embeds safe behaviors into our processes, which is really what most safety folks want. “Hey Jon, while you’re on your daily 5-mile bike ride, please engage in safe behaviors!”

Okay, sure – that I can do!

And did you notice that “safety” still comes first? From now on, it’s “safety with.”

Next: Let’s stop talking about mere safety – instead, let’s discuss …

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Previous: Let's Stop Talking About Mere Safety Instead Let's Discuss...Risk. Or, more importantly, risk perceptions. And while we’re at it, let’s change it to “risk culture.”

In our fourth series of micro-blogs, “Risk is a 4-letter word”, we obviously discuss risk a lot. But let’s focus on the relationships between risk (and risk perceptions) and safety culture.

Briefly to frame risk – it’s the byproduct of consequence (a negative outcome) and probability (its odds of occurring). While safety is binary (I’m safe or I’m not), the risk is fluid across two or three ranges (the third one sometimes added is exposure).

Discussing risk is paradoxical. Risk is more complex than safety. So, in that regard, it should be tougher to discuss. But because of the many factors across the two or three ranges, it gives us many opportunities to talk about them. So let’s.

When we have thoughtful discussions on a topic, it adds to our frame and our ways of doing things.

Our norms. And thus, our safety culture. If risk gives us space to have conversations, risk perceptions just increase that space even more.

We all have varying risk perceptions. And we don’t spend nearly enough time talking about them because that’s what is at the heart of so many of our challenges – the differences between our risk perceptions.

As I write, we are still living in the land of covid-19. If there was ever an opportunity to discuss and listen (and I do mean discuss – not argue or force upon others!) of our different risk perceptions, this is it.

So, let’s talk about risk perceptions, which risks are worth taking, and our risk culture because life is about risk and makes it worth living.

Coming Soon: If I were to say, “safety culture initiatives,” what would come to mind?

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How do you possibly try to understand all of the different chemical scientific research? And what about the safety and risk aspects? Learn from CHOs who figure it out every day.

This webinar aired on Thursday, September 9, 2021

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Meet the Panelists:

Ashley Augspurger, Ph.D., CHO

EHS SpecialistCorteva Agriscienceashley.augspurger@corteva.com

Dr. Ashley Augspurger has a chemistry degree from Grand View University and a PhD in Analytical Chemistry and Chemical Education Research from Iowa State University. She was the embedded safety professional for Chemical Engineering at Iowa State University 2015-2018 and has been at Corteva since 2018. Ashley holds the vice-chair position for the AIHA's Biosafety and Environmental Microbiology Committee and chair of the Communications and Training Methods Committee.

Chris Kolodziej, Ph.D.

Chemical Hygiene OfficerUniversity of California, Los Angelesckolodziej@ehs.ucla.eduLInkedIn

Chris received his Ph.D. in Chemistry from UCLA in 2011. After a short stint in the private sector, he returned to UCLA and joined the Office of Environment, Health & Safety in 2015. Chris currently serves as the campus Chemical Hygiene Officer where he uses his experiences to help promote safety while reducing compliance burden for UCLA researchers through application of risk assessment and integrated safety management.

Jodi Ogilvie, Ph.D., ASP, CHO

Interim Lab and Research Safety ManagerUniversity of Minnesotajogilvie@umn.eduLinkedIn@DrO_MN

Jodi Ogilvie has more than 10 years of experience working in synthetic chemistry laboratories. At UMN, she provides guidance on the safe use, storage, and disposal of chemicals used in research and teaching.

Jonathan Klane

MC; Director of Risk Management and Safety EducationSciShieldjonathan.klane@scishield.com

After many years in consulting, teaching, and directing safety and risk for two engineering colleges, Jonathan is now part of the SciShield team in a new role – Director of Risk management and Safety Education. This new innovative position encompasses risk management, safety culture, EHS compliance, loss control, and safety education for the entire community.

Defusing and guiding a conflict to a resolution is an invaluable skill. Join us to learn some real-world advice for navigating these tense situations.

This webinar aired on June 17, 2021

Meet the Panelists:

Pamela Brooks-Richards

CEO/PresidentCornerstone Consulting Int.CCSuccess.pam@gmail.comLinkedInhttps://www.viatechglobal.com/associates/

Pam is known for her passion for people and facilitating positive change for anyone in need with an open mind. She enjoys being an executive coach and helping people discover their strengths to make life transformations. Pam has helped design and run several leadership programs at ASU and continues to help organizations with executive staffing and teambuilding. Pam is also a Certified Facilitator for Brené Brown's Dare to Lead™ program.

Jonathan Klane

Director of Risk Management and Safety EducationSciShieldjonathan.klane@bioraft.com

After years of emphasizing EHS technical skills, Jonathan's focus has shifted much more to effectiveness and our softer skills like conflict management – a course he taught in an MBA program and as a workshop for EHS professionals. Additionally, in his PhD program he studies persuasion theory and techniques as they apply to affecting our risk perceptions and the use of storytelling among scientists, researchers, and EHS professionals.

Matt Segal

MCSciShieldmatt.segal@bioraft.com

Matt found his way to SciShield after working at Boston Children's Hospital performing translational rare blood disease research. As the safety guy in his lab, he saw firsthand how challenging it was to manage safety in a laboratory environment and wanted to find a way to help. He now spends his time hosting webinars, arguing with his 3D printer, and cooking food in plastic bags at low temperatures.

Human beings are complex creatures. Understand what makes them tick, and you'll understand how to foster safer scientific operations.

This webinar aired on August 12, 2021

Meet the Panelists:

Sean Kaufman

Chief Executive Officer and Founding PartnerSafer BehaviorsLinkedInhttps://www.saferbehaviors.com/

I have several years of experience in the fields of organizational development, behavioral management and modification, crisis and risk communication and emergency preparedness in public health and business organizations. I have served on the Board of Commissioners at the National center for Health Education Credentialing (NCHEC), was a trustee for the Professional Development for the Society of Public Health Education (SOPHE), and Past-President of the Georgia Federation for Professional Health Educators (GFPHE).

Sharon Lipinski

CEOHabit Mastery Consultinghttps://habitmasteryconsulting.com/

Sharon Lipinski is the Habit SuperHero and CEO of Habit Mastery Consulting, which helps organizations increase their targeted safety behavior by up to 150%. She is a Certified Gamification for Teaching 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.

Jonathan Klane

MC; Director of Risk Management and Safety EducationSciShieldjonathan.klane@bioraft.com

After years of emphasizing EHS technical skills, Jonathan's focus has shifted much more to effectiveness and our softer skills like conflict management – a course he taught in an MBA program and as a workshop for EHS professionals. Additionally, in his PhD program he studies persuasion theory and techniques as they apply to affecting our risk perceptions and the use of storytelling among scientists, researchers, and EHS professionals.

Feeling exhausted from everything required by chemical inventory and fire codes? Pick up some tips from our expert panelists.

This webinar aired on July 15, 2021

Meet the Panelists:

John DeLaHunt, MBA, ARM

Risk Manager and Fire MarshalThe University of Texas at San Antoniojohn.delahunt@utsa.edu

John DeLaHunt has managed EHS and risk in higher education since 1989. At Colorado College, he launched a comprehensive EHS program. At The University of Texas at San Antonio, he serves as the university's Fire Marshal and Risk Manager. Mr. DeLaHunt holds a Bachelor's degree in chemistry from Colorado College, and an MBA in finance and management from University of Colorado - Colorado Springs.

Lenny Farello

Global Manager – Fire Protection and Engineering RisksIntel Corporationleonard.farello@intel.com

Lenny Farello has over 29 years of FPE experience as a DOE Contractor (WSRC); Intel Site FPE (Rio Rancho, MN); FP Program Manager (DOE-NNSA Complex); and Intel Global Manager Fire Protection and Risk Engineering (FP&RE). At Intel, Lenny manages the following Corporate FP programs: Standards/Guides; Programs; Budget; Metrics; ITM; Fire-related Incidents; Risk Engineering Decisions; Interface with Corporate Risk Management (Property Insurance Program); Compliance; Fire Specifications; Loss Prevention Property Insurer; Corporate Fire Safety Program Team; other.

Jeffrey Foisel

R&D Lab Process Safety Technology LeaderThe Dow Chemical CompanyLinkedIn

Jeff Foisel has worked for Dow Chemical for 32 years, of which the last 27 have been in lab safety where he has worked on design and operations of labs around the world. He also promotes lab safety through his involvement with the NFPA 45 Technical Committee and Standards Council, and UC Center for Lab Safety.

Jonathan Klane

MC; Director of Risk Management and Safety EducationSciShieldjonathan.klane@bioraft.com

After many years in consulting, teaching, and directing safety and risk for two engineering colleges, Jonathan is now part of the SciShield team in a new role – Director of Risk management and Safety Education. This new innovative position encompasses risk management, safety culture, EHS compliance, loss control, and safety education for the entire community.

Making the right decisions for your haz waste program can lead to serious savings. We'll share some new ideas to help move the needle.

This webinar aired on July 1, 2021

Meet the Panelists:

Jason Williams

Chemical Hygiene OfficerAmherst Collegejwilliams@amherst.edu

I've had the unique experience of working with Hazardous Waste from 3 different dimensions: as a Labpack Chemist, as a University Lab Manager, and as a Chemical Hygiene Officer. I try to pool all my knowledge from these 3 areas to ensure that lab personnel are generating as little waste as possible, at the lowest cost possible, while adhering to RCRA and DOT regulations. I started working in this field as a freshman in college and it's been my passion ever since.

Mike Williams

Director of SalesTriumvirate EnvironmentalLinkedInmwilliams@triumvirate.com

Mike Williams is the Director of Sales at Triumvirate Environmental with 22 years of helping EHS Professionals who are struggling to keep up with EH&S compliance. Mike specializes in waste diversion, sustainability and audits. He is a strong believer of mentoring, coaching and teaching. Mike is passionate about building people who can build people, he can also be found coaching sports in his free time.

Matt Segal

MCSciShieldmatt.segal@bioraft.com

Matt found his way to SciShield after working at Boston Children's Hospital performing translational rare blood disease research. As the safety guy in his lab, he saw firsthand how challenging it was to manage safety in a laboratory environment and wanted to find a way to help. He now spends his time hosting webinars, arguing with his 3D printer, and cooking food in plastic bags at low temperatures.