Judy Agnew is the Senior Vice President of Safety Solutions at Aubrey Daniels International. Judy takes a unique approach to safety and uses her background in behavioral science to better adapt safety protocols that work with human nature, not against it. Judy explains how a lot of organizations get safety wrong and why there’s a much better way to reward an employee for practicing good safety.

 

Key Takeaways

• What does Judy do for Aubrey Daniels?
• Judy shares why being in the safety department keeps her engaged and ready for a new day.
• Judy breaks down what safety solutions look like applied to an organization.
• What do people get wrong about safety in the workplace?
• The number one solution to correct an error is re-training, but it doesn’t work as well as you think it might.
• We need to look at the work environment and see what pulls people towards safe actions vs. non-safe actions.
• People only hear about safety when they’ve done something wrong. They don’t hear any positive reinforcements.
• How do you determine whether a safety program is lucky or actually good?
• Judy has a Ph.D. in behavioral science. How has the application of science impacted her work for the better?
• How can safety protocols backfire on their employees?
• How does a company measure safety?
• The real obstacle is how to create accountability around safety with your team.
• What has Judy learned over the years when it comes to creating profound safety changes within an organization?
• The best writing is when you write the way you speak. Don’t try to class it up. People like straight-to-the-point messages.
• How has COVID-19 impacted Judy’s clients?
• What does Judy wish she’d learned sooner in her career?

 

Keep Getting Better

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Judy on Aubrey Daniels

 

Quotes

 

“There is a belief that if we just train people and put up safety signs, that everyone is going to do the right thing. That’s not true!”

 

“The number one solution to correct a human error is retraining and that’s almost never the answer.”

 

“If an organization continues to only measure just lagging indicators that can be an obstacle because what that drives is reactive management and that gets in the way of building good accountability.”