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

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:

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