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Are we on the rite track to understand the culture of safety
Operation Market Garden 1944 WW2
Imagine being at the door of a DC3 about ready to launch yourself out the door on the sound of an order.
Your about to launch yourself into another world of fighting and survival. The culmination of hours of training in safety and security. Knowing that by the end of another day you would be able to sleep, eat and be with friends.
These men of the paratroopers were brave but also professionals who did not tick boxes before they threw themselves out the door of an aircraft.
Today in our own battles at work and in business we are expected to tick boxes to show that we are compliant. Are we Health and Safety compliant? We need to ask; “are we?”
The purpose of this podcast is to look at the culture of safety within a professional organization, through the experiences and knowledge of an ex paratrooper.
The objective is to show that for businesses to be compliant under Health and Safety requires more than just ticking boxes.
STATEMENT : Health and Safety compliancy belongs within the values of the business. It starts in the minds and soul of the business leaders and owners. Not because they have to. Because they want to. They want to be different. They want to have success and they want to be resilient.
In the paratrooper regiment the soldiers do not have to check lists for the parachutes. They don’t have tick boxes. The only factor that has a tick box for safety is the aircraft.
The parachutes are packed and prepared with care. Strict processes and system are followed.
Why is this? The answer is relatively simple
1)Aircraft can be seen by the inspector, engineers and pilots
2)Aircraft need to be maintained. This is a constant. Without maintenance of the aircraft it will not fly and it will crash killing all those on board. The mission will be a disaster even before it starts.
Safety in regards to people is a constant. It is in the mind. It is in the philosophical core and soul of the regiment. It is a culture of care.
How can we nurture and grow this culture in a business? It is a value that needs to be understood. It needs to be ingrained into the hearts of the men and women.
Can we identify the wellbeing of the culture of care and its value within the organization? Can it be measured or compared to other results? Is it perceived or is it for ever present?
Where does it start and when does it start? Listening to Heinrich’s story it starts in the hearts and minds of the leaders. It starts with their values and the value they see in their people.
Can it be measured?
The answers to these questions are only seen in the results. For a Paratroopers mission, it is the success of the mission. The number of men that return to base. The ability to place a battle on the board as a victory and the names of the soldiers will never be written on the boards that speak of the honor of the dead.
In business the result is in the achievement of the KPI targets and the attainment of the desired results.
The outcomes.
It is seen in the level of maintenance of the physical assets on the business. The machinery, the tools, the building, the amount of waste, the level of engagement of the people. It is seen in the delivery of the product or service. How much wastage, how many returned products, how much credit to clients and customers. These are all dollar values that are reflected in the end of the year results.
If you wish to know more of this philosophy and practice, we invite you to our website www.ritetrack.co.nz and view the content of the modules under Drive to Perfection. OR obtain a free monthly newsletter. Register with bit.ly/ritetrack
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By John BarleyOperation Market Garden 1944 WW2
Imagine being at the door of a DC3 about ready to launch yourself out the door on the sound of an order.
Your about to launch yourself into another world of fighting and survival. The culmination of hours of training in safety and security. Knowing that by the end of another day you would be able to sleep, eat and be with friends.
These men of the paratroopers were brave but also professionals who did not tick boxes before they threw themselves out the door of an aircraft.
Today in our own battles at work and in business we are expected to tick boxes to show that we are compliant. Are we Health and Safety compliant? We need to ask; “are we?”
The purpose of this podcast is to look at the culture of safety within a professional organization, through the experiences and knowledge of an ex paratrooper.
The objective is to show that for businesses to be compliant under Health and Safety requires more than just ticking boxes.
STATEMENT : Health and Safety compliancy belongs within the values of the business. It starts in the minds and soul of the business leaders and owners. Not because they have to. Because they want to. They want to be different. They want to have success and they want to be resilient.
In the paratrooper regiment the soldiers do not have to check lists for the parachutes. They don’t have tick boxes. The only factor that has a tick box for safety is the aircraft.
The parachutes are packed and prepared with care. Strict processes and system are followed.
Why is this? The answer is relatively simple
1)Aircraft can be seen by the inspector, engineers and pilots
2)Aircraft need to be maintained. This is a constant. Without maintenance of the aircraft it will not fly and it will crash killing all those on board. The mission will be a disaster even before it starts.
Safety in regards to people is a constant. It is in the mind. It is in the philosophical core and soul of the regiment. It is a culture of care.
How can we nurture and grow this culture in a business? It is a value that needs to be understood. It needs to be ingrained into the hearts of the men and women.
Can we identify the wellbeing of the culture of care and its value within the organization? Can it be measured or compared to other results? Is it perceived or is it for ever present?
Where does it start and when does it start? Listening to Heinrich’s story it starts in the hearts and minds of the leaders. It starts with their values and the value they see in their people.
Can it be measured?
The answers to these questions are only seen in the results. For a Paratroopers mission, it is the success of the mission. The number of men that return to base. The ability to place a battle on the board as a victory and the names of the soldiers will never be written on the boards that speak of the honor of the dead.
In business the result is in the achievement of the KPI targets and the attainment of the desired results.
The outcomes.
It is seen in the level of maintenance of the physical assets on the business. The machinery, the tools, the building, the amount of waste, the level of engagement of the people. It is seen in the delivery of the product or service. How much wastage, how many returned products, how much credit to clients and customers. These are all dollar values that are reflected in the end of the year results.
If you wish to know more of this philosophy and practice, we invite you to our website www.ritetrack.co.nz and view the content of the modules under Drive to Perfection. OR obtain a free monthly newsletter. Register with bit.ly/ritetrack