Improve Performance – Overcome Stagnation in Safety
When I was a young, my father often said, ‘You create your own opportunities.’ He taught me that when life doesn’t go as planned, we have two options: strive for improvement or blame our luck. Although I didn’t always grasp this wisdom, as I matured, I came to understand his philosophy. Consequently, our ethos at SRI rejects the notion of serendipity or a string of bad luck, just as we dismiss oversimplified ‘quick-fix’ programs as effective tools to significantly transform complex systems or processes.
We place our faith in robust, evidence-based management systems. We believe that when these systems are skillfully implemented, they serve as a catalyst for breakthrough performances. Our core belief is, ‘Outcomes are birthed by the process.’ Succinctly put, you create your own ‘luck’. If your organization’s safety performance has hit a plateau or seems to be backsliding, it’s more than likely a reflection of your input.
Approximately one-third of our clients approach us after facing two to three years of stalled performance, hovering at levels higher than what they desire. They’ve tried myriad methods to catalyze improvement but to no avail. Their culture seems to be crumbling faster than their results, breeding a mounting sense of frustration. While this paints a grim picture, there is a silver lining. There are tried-and-true methods and strategies that can reliably enhance performance.
In this white paper we will review:
• The causes of performance stagnation
• What “conventional wisdom” suggests you do
• Effective actions to achieve breakthrough results
Causes of Safety Stagnation
It should first be mentioned that stagnant or declining results are most often caused by multiple failures in the management system. There is seldom a single cause or one simple answer. There are; however, four broad categories of failure which lead to a performance plateau: Denial, Change, Structure, and Leadership
Denial
Denial is first a result of a plateau, then a cause. We have met hundreds of potential clients who at first would not accept current reality. Common pronouncements include:
“it’s just a blip”
“we are still better than industry average”
“all of the injuries have been minor”
“there have only been 2 or 3 significant incidents, otherwise we are fine”
When results deteriorate it is all too common to try and explain them away as opposed to conducting clear eyed analysis of both strengths and weaknesses as a precursor to a thoughtful action plan to achieve continuous improvement.
Change
Change is the only constant, often occurring at a breakneck speed. Leadership transitions, ownership shifts, expansions or downsizing, modifications in business focus, personnel turnover, or restructuring can all spark different scenarios leading to stagnation. A typical response to change is to freeze or retrench, waiting to see what the change brings before responding. This approach, however, often results in the organization lacking a clear direction for months or even years, exacerbating existing cultural and performance issues by prolonging the status quo.
Another element of change affecting performance is an insufficient strategy for managing organizational transformation. Unfortunately, it’s not common to question how a change might impact personnel safety, process safety, or our risk management approach. Major shifts, like ownership changes or restructuring, frequently involve adding or removing layers within the organization. If these structural changes are not meticulously planned, they inevitably lead to confusion about priorities, ownership of crucial systems, and the specific roles and responsibilities of each position in the organization.
Structure
At SRI we believe incidents at their root are caused by management system failures. A rash of incidents is caused by a systemic management system failure. Most effective management systems, regardless of discipline (EHS, Maintenance, Quality, etc.) include the following:
– Committed Leadership
– Defined Roles, Responsibilities and Accountability
– Process Organization and Communication
– Management of Critical Systems
– Risk Management
– Development of Critical Skills and Competencies
– Event Management
– Process Evaluation, Measurement and Improvement
There numerous sub-elements associated with each element. We have found that organizations which experience significant improvement in any operational process and then experience a plateau at a level of less than desired performance tend to address most but not all of the elements required for excellence. As this relates to safety most organizations can succeed in moving from fourth or third quartile performance to second or even upper first quartile performance with an incomplete process. As the tolerance tightens inadequacies of the system become far less easy to overcome. In other words moving from a TRIR of 5.0 to 2.0 is fairly easy. Taking performance from a TRIR of 2.0 to 1.0 is more difficult. Moving from a TRIR of 1.0 to consistent performance of 0.4 or lower is almost impossible with an incomplete process.
We should note that the reverse can also be true. Organizations with overly complex and cumbersome systems combined with excessive bureaucracy can also lead to stagnation. Procedures are of course important but, you cannot “procedure” your way to excellence.
Leadership
A few years back, we were rolling out The Structured Safety Process™ across a Fortune 500 enterprise. In a conversation with the General Manager overseeing several facilities, I proposed that each Plant Manager and their team play an active role in crafting their site’s SSP Implementation Plan. The experience they’d gain throughout the process would be equally vital as the end results. It would provide valuable insights, equipping them for implementing other processes or systems in the broader organizational change initiative. His response was, ‘These are all busy people. I don’t have the time for on-the-job learning. We need to fix this problem now.’
It was a fact. The Managers were swamped, and it’s rare to come across Managers with an abundance of free time. The crux, however, lies in the efficacy of Managers in executing crucial priorities and daily operations. We’ve identified three core areas where management failures can lead to performance stagnation:
– Personal Involvement
– Measurement
– Accountability
Exceptional managers strike a balance between being engaged and not being overwhelmed by every detail. Often, the necessity to prioritize tasks due to excessive meetings and red tape leads to a reactive management style focused on addressing immediate crises. Our whitepaper, ‘Measure What Matters,’ highlights how prioritizing result-oriented measurements over process-oriented ones can lead to performance stagnation. Investing time in improving processes rather than manipulating outcomes is more effective. Similarly, our piece ‘Embracing Accountability’ emphasizes the importance of setting clear expectations and holding individuals accountable for their roles to prevent process failures and declining performance.
Conventional Wisdom
Conventional wisdom is often ineffective because it is born of the herd mentality or of approaches which appear to be a quick fix for complex problems. In the past 40 years we have seen any number of conventional approaches to the problems of stagnation which have either not worked or exacerbated the problem. These Include:
Try Harder
Doing more at greater frequencies of what is not working is seldom a recipe for improvement. Stagnant performance is often a result of quality as opposed to volume. If doing the same thing over and over and expecting a different result is the definition of insanity, then what is the definition of doing more of the same thing and expecting a different result?
A New Silver Bullet
When results are not up to expectation it is tempting to reach for the newest fad or “silver bullet”. Over the last 4 decades I have seen company after company adopt herd mentality when it comes to the next great thing which guarantees improved safety performance. In the 1970’s it was paper compliance Make sure we have a procedure for everything. In the 1980’s it was Supervisor Safety Training. Well trained supervisors are an important part of any safety effort, but so are well trained employees, managers and executives. In the 1990’s Skinnerian Behaviorism along with employee observations was all the rage. Systematic deficiencies in personnel safety or process safety could supposedly be overcome by observing task for % safe. In the 2000’s this devolved into 4X4 observations and “self- triggering” along with exhortation to think of what is personally meaningful. Each of these approaches had some merit, but as standalone initiatives they could provide little more than temporary improvement.
Benchmark Someone
Benchmarking of others who excel can be an effective path to improvement. However; we have seldom seen benchmarking efforts which contextualize findings. We’ve had dozens of new clients who benchmarked some of our most successful clients and their “take a ways” are often incomplete. These studies usually correctly identify the current status, but they almost always fail to identify the building blocks and journey required to achieve the current state. They also fail to recognize culture differences and resources expenditures necessary to achieve current state. Don’t just look at what XYZ Company is doing now, search for what brought them to where they are.
Fear / Incentive
Fear is a powerful yet almost always destructive tool. Controlling behavior through fear is exhausting; controlling results through fear is easier. If employees fear the consequences of reporting incidents and errors they simply won’t report them. This robs the company of valuable data which could be used to prevent future incidents. Conversely; incentivizing non-reporting of incidents leads to the same result. Many years ago we worked with a facility which gave each employee who did not suffer an OSHA Recordable Incident a $6,000 year-end bonus. As you can guess only those injuries which could not be hidden were reported. The inability in both circumstances to learn from past incidents and then improve systems and methods can lead to diminished performance.
Path Forward
While breakthrough performance is elusive it is not impossible. We have found the right combination of initiatives will produce continuous improvement. They know how to execute; they also know their management systems and remain ever vigilant for signs of under-performance.
Accept Current Reality
Stakeholders have much invested in current processes and systems and rightfully so. SRI’s typical client comes to us with 2nd quartile, 1st quartile performance. Much of what they do is fundamentally sound. What is needed is analysis by a third party who can objectively assess current systems. We work with clients to keep and strengthen what is working, to close gaps and advocate the elimination of non-productive efforts. Clients open to this approach thrive and create record setting performance.
Focus on Fundamentals
Each year some of the finest athletes in the world go through Spring Training or Training Camp. Regardless of how long they have been in the league they begin their year by focusing on the basics. It is no different when it comes to workplace safety. Spend time each year refreshing the knowledge of all employees on the fundamentals of your safety management system. Don’t fall victim to the belief that once something is learned it is forever retained. Ensure all new hires are fully indoctrinated in their roles and responsibilities and how to execute these. Never forget to stress the value and importance of these activities to the individual, his or her co-workers and the organization as a whole. Regularly assess knowledge and execution of the basics and never believe the organization has progressed beyond them.
Manage Organizational Change
To avoid negative effects of change when there is a significant shift in the size or ownership of an organization, EHS issues must be fully integrated into the planning process. Operational leadership and business leadership must both understand the potential effects of these changes on safety performance and ensure plans are developed to eliminate or mitigate potential problems. Plans dealing with how to manage the change must be detailed and thoroughly thought through down to the operational level. Existing processes must be examined for potential changes in ownership or ability to execute requirements and these changes must be planned for. New assignments must be formally conveyed and appropriate training must be given to all effected by the change.
Structure
The Structured Safety Process™ (SSP) is the most effective HES Improvement Initiative ever developed. Some clients use SSP as their HES Management System while others use it as an operating system with their HESMS. Each SSP is custom developed for each client, combining the effective programming which already with SRI activities, tools and systems which address the client’s gaps. SSP’s comprehensive structure has evolved over 50 years incorporating proven best practices, systems and technology. SSP has been built on any number of models (ISO, Responsible Care, VPP, etc.) but designed and built to serve the client’s needs and to produce sustained excellence.
Leadership
While there are any number of the functions and obligations of leadership which can address stagnant performance, here we will focus on 3 we have found to be particularly impactful. Create the Conditions For Excellence, Accountability, Personal Involvement.
Create Conditions for Excellence
We have already discussed how excellent results require excellent systems, but they will also require knowledgeable and competent personnel who know what is expected of them and who can deliver. The best managers we have worked with ensure all personnel are continually coached, mentored and evaluated. These same managers work to ensure organizational clarity: clarity of purpose, clarity of requirements and clarity of cultural and behavioral norms. They also realize that sustained excellence cannot rest with a chosen few, but must include each and every individual in the organization.
Accountability
Over the past 40 years I have seen inspirational leaders who could create results and other who could not. I have also seen those who possess limited capacity to inspire others; some have succeeded greatly while others fail completely. Charisma is not a foundational factor for success, but the ability to set and convey individual and group responsibilities and then hold people accountable is. In our whitepaper “Embracing Accountability” we detail the necessity of a mature approach to accountability and the steps required to create a culture of ownership.
Personal Involvement
Another characteristic we have seen in good managers is personal and appropriate involvement. These individuals have a deep and passionate commitment to safety excellence. They are routinely out and about their area of responsibility checking, coaching and measuring. These Managers know how to:
– Set priorities and eliminate complicating messages
– Sell the personnel value and business imperative of safe operation
– Acknowledge a job well done and efforts that go above and beyond
– Look for synergy across multiple manufacturing systems