How can you manage the emotional and psychological aspects of safety leadership?

In the past, unregulated emotions like frustration led me to react instead of respond thoughtfully as a leader during incidents. For instance, sarcastic comments to a team after an error entrenched defensiveness versus building understanding. Now I pause, acknowledge feelings, and reframe them. Techniques like journaling, breathing exercises, and talking with mentors help gain perspective. The bottom line is self-awareness and self-care enables me to lead with empathy and wisdom even in difficult situations. Our emotions show us what matters - but cannot dictate our response.

Understand your emotions, and you will understand safety at the workplace! During many of the accident investigations I've been part of I found that those who were involved in an accident at the workplace were in some, shall I say "sub-optimal" emotional state. Very often, people sum accidents up to have been due to poor awareness of the job/task/environment, but rarely is consideration given to our emotional status. As humans, we are extremely emotional beings, and our emotions have a profound impact on how we process thoughts and how we work. If you are in a negative mood and do not introspect on your emotions, you may act recklessly or thoughtlessly. Don't let negative feeling impact your safe thinking.

Your leadership should have the following recipes ie Patience, Integrity, Broadminded, Optimism not just to learn those traits but should become your habit , a character, a culture then thats the time to share , serve only as a guidance but not to impose. Safety is a challenging culture, a long process but be guided by risk management to reduce effects.

As a Leader emotional intelligence is very important, as it will help you to develope these vital qualities Empathy, compassionate and integrity. These qualities will help to regulate emotions and skillfully that of your team members.

Sometimes getting your ideas across to a group of people is frustrating. You'll get the occasional remarks like "we have been doing it this way ever since, and nothing bad happened". This kind of feedback just hit some of my nerves sometime. So before getting emotional an all I will start the Square / box breathing technique. It is commonly used in the Mental health society to alleviate anxiety. Step 1: Exhale your breath (to a count of 4) Step 2: Hold your breath (to a count of 4) Step 3: Inhale your breath (to a count of 4) Step 4: Hold your breath (to a count of 4) Step 5: Repeat By doing this it can eases anxiety and other stress related issues, Increases alertness.

Recognizing personal emotions is a cornerstone of leadership. One time, during a major safety audit at a manufacturing firm, I witnessed a tense interaction between an operator and the safety inspector. I felt my own frustration rising, given the high stakes of the audit. However, leveraging my training in emotional intelligence, I paused and self-reflected, understanding that reacting impulsively could escalate the situation. By managing my emotions and intervening with calmness, I facilitated a productive dialogue between both parties, ultimately ensuring the audit's success. Such experiences underscore the value of being self-aware in critical situations.

Often, it's difficult for leadership members to exhibit vulnerability by outwardly acknowledging their faults and/or reactive emotions. A safety leader can impact the environment and create more emotional and psychological safety by being brave and opening up to their staff. Whether they are at fault or just experiencing negative emotions. This builds trust and credibility. It also fosters safety for others to do the same.

In managing emotions for safety leadership, we often overlook the concept of "emotional contagion," where emotions and related behaviours can spread quickly among individuals. Just as you catch a cold, you can also 'catch' someone's mood. If a leader walks into a safety briefing irritated or dismissive, that emotion can ripple through the team and could potentially compromise focus and engagement. On the other hand, a calm and focused emotional state can also be 'contagious' and contribute to a more effective safety environment. Recognising the power of emotional contagion is vital, as it pushes leaders not just to manage their own emotions, but to be aware of the emotional tone they're setting for their team.

At the intersection of safety leadership and emotional well-being, our approach focuses on fostering emotional intelligence, promoting psychological safety, leading by example, effective communication, stress management, and continuous learning. By prioritizing these aspects, we empower safety leaders to create a positive safety culture that enhances employee well-being and organizational success.

Imagine you are playing a game with your friends. You have a great idea, but you are afraid to share it because you don't want to be laughed at. What if your friends don't like your idea? What if they think you're stupid? A safety leader is like a friend who makes you feel safe to share your ideas, even if they are not perfect. Safety leaders know that it is important to speak up about safety concerns, even if it is difficult. Here are some ways that safety leaders help people feel safe to speak up about safety: They listen to people's concerns. They take people's concerns seriously. They don't blame people for making mistakes. They help people learn from their mistakes

I used to disseminate safety policies without two-way dialogue. This led to superficial compliance that faded without reinforcement. For instance, a manager's directive alone rarely motivates like a peer-to-peer conversation validating concerns. Now I structure communications using STAR (Situation, Task, Action, Result) to crystalize objectives. But most importantly, I listen intently with empathy to forge trust. In short, directives have a place, but durable safety stems from team discourse and care for each member's wellbeing. Communication builds accountability when it connects authentically.

Beyond structured communication models, the essence of genuine two-way dialogue cannot be overstressed. In safety communication, the principle of 'listening to understand' rather than 'listening to respond' can be transformative. Additionally, leveraging storytelling in communication can be a potent tool, as personal stories resonate deeply and can be memorable anchors in promoting safety values.

Knowing how to communicate well takes practice. An excellent way to implement and learn better communication is by improv/role play. This gives each member a chance to practice in a real life situation without the backlash. To understand effective communication also means looking inward and doing a self evaluation. Even better, asking trusted people to give feedback about their experience with "us".

While we often focus on verbal and written communication in safety leadership, we shouldn't underestimate the power of "silent communication" through actions. For instance, a leader meticulously following safety protocols sets an unspoken standard that speaks louder than any memo could. Likewise, when a leader cuts corners, team members may perceive that safety rules are flexible, even if the verbal message emphasises strict adherence. This form of communication could be just as impactful as traditional forms but is often overlooked. Therefore, leaders should be consistently mindful not only of what they say but also of what their actions are silently communicating to their teams.

Taxes get paid because the processes are often simple. Health and safety is a process that needs to adopted by the front-line workers. Although safety management systems need to be descriptive and somewhat prescriptive, this does not mean they should be complicated or filled with arbitrary rules. The measure of a safety management system is not in the weight of its paperwork, but in the buy-in from stakeholders. Make sure to engage with workers, encourage their participation, and actively listen to their representation in terms of safety management systems. Our workers are not only the objective of health and safety, they are the influencers, the enforcers, and the true competence behind how the system would work best.

I once believed that safety motivation meant reminding people to comply with procedures. But this bred resentment, not commitment. For instance, a manager's stern warning often provoked defensiveness rather than reflection after near misses. Now I motivate by encouraging people's need for purpose and belonging. I recognize those who go beyond required compliance to improve safety for all. Ultimately, motivation grounded in care, not control. Helping people contribute to something bigger drives engagement far more than prizes or threats ever could.

While the models mentioned are effective, remember the power of leading by example. Authentic and genuine leadership, where leaders not only advocate for safety practices but also actively demonstrate them, can be the most potent motivator.

Influence is a potent tool for motivation. Safety leaders inspire their teams not just by enforcing rules but by painting a compelling vision of a safer workplace. When employees understand the personal and collective benefits of safety, they are more motivated to actively participate in safety initiatives. Perhaps most importantly, safety leaders lead by example. They embody the safety practices they expect from others. When employees see their leaders actively following safety protocols and demonstrating a genuine commitment to the vision of a safer workplace, they are inspired to do the same. A compelling vision of a safer workplace, coupled with effective communication and leadership by example, serves as a powerful motivator.

While many approaches focus on rewards or sanctions to motivate adherence to safety practices, consider the impact of storytelling. People naturally connect with narratives, which can vividly illustrate the importance of safety in a way that policy documents or briefings may not. For instance, sharing a real-life incident where proper safety measures saved a life could make a deeper impression than a list of do's and don'ts. These stories can come from within your organisation or from industry-wide examples. By integrating storytelling into safety leadership, we can tap into an innate human tendency to engage emotionally, making the safety message more impactful and memorable.

One of the best motivations seen with leadership is by example. When leadership sets the tone by following their own expectations. This means leadership shows vulnerability and stays humble when mistakes are made. Second, is leadership being supportive of its members. Too often leadership represents or takes on a more "boss" role, when supporting their staff is more effective at motivating them. Staff sees leadership as supportive and trusting so staff can do their job better.

When I see somebody working unsafely or in unsafe conditions, I just stop the work, gather working people and ask them to close their eyes. Then I ask them several questions: 1. Who is waiting for you at home tonight? 2. What are your plans for the weekend? 3. Are you ready to sacrifice your family's happiness, your plans and goals for this one task? Is this task that important? 4. Etc. This helps them to understand, that they must follow safety for their own sake, because they have responsibilities against their families.

The gravity of safety leadership stressed me out early on. I felt solely responsible for avoiding incidents. I worked excessively, stopping hobbies I enjoyed. But isolation only worsened the pressure. Now I handle stress by sharing feelings openly with trusted mentors and delegating more. For instance, I asked others to help plan safety week activities which eased my load and improved engagement. In nutshell, trying to manage safety alone is overwhelming. But by building support networks, setting boundaries, and involving teams, we can handle the responsibility in a sustainable way.

Safety leadership needs to utilize services such as an EAP (employee assistance program), one, so they can practice self care. Two, safety leadership can better assist their staff when incidents arise. Taking the time to "practice what they preach" is one of the best ways a safety leader can better serve their staff.

In addition to individual coping mechanisms, fostering a supportive work environment where team members are encouraged to speak about their stresses and seek support can be instrumental. Collective mindfulness sessions or stress-relief workshops can be beneficial.

In navigating the stresses that come with safety leadership, I've found that 'digital detoxing' periodically throughout the week can make a substantial difference. While technology is invaluable for communication and organisation, constant connection also increases stress levels. Setting aside specific times to unplug allows me to recharge mentally, leading to better decision-making and emotional regulation. Another practice I've adopted is 'mindful walking'. Instead of rushing from one task to another, I use short walks, even within the workplace, to practise mindfulness. This simple act of moving with awareness provides a mini-mental break, helping to alleviate stress and promote focus.

Drawing from experience I used to get defensive and evade conflict, avoiding hard safety conversations. But tensions festered, damaging trust. Now after I strive for collaborative resolution. For instance, when an employee resisted a new protocol, I asked to understand their concerns first before jointly problem-solving. This demonstrated respect, built understanding, and unlocked better solutions. Though uncomfortable initially, engaging disagreements constructively strengthened our relationship. Therefore, conflict avoidance may seem easier in the moment but harms safety culture long-term. With empathy and care, we can leverage disagreements to drive innovation and mutual understanding.

A vital point to add here is the role of neutral third-party mediation. In situations where conflicts escalate or become deeply personal, bringing in an unbiased mediator can aid in objective resolution.

Bringing training, such as CISM (critical incident stress management) to the workplace can provide tools for safety management to learn and implement the skills of diffusing any situation that may arise.

In my experience, sweeping conflicts under the rug doesn't eliminate them; it merely postpones their impact, often magnifying the damage. A technique I've found useful is 'transparent dialogue'. This involves openly acknowledging the existence of a conflict to all involved parties as a first step. This may seem uncomfortable but it levels the playing field. By bringing issues into the open, team members often become more willing to address the root causes rather than becoming defensive. Such transparency fosters an environment where it's acceptable to have differing opinions, making it easier to work through conflicts in a constructive manner.

We are too quick to self label and to quick to label others. I have identified a few things which singularly or collectively discriminate against groups or individuals. The first of these is equality rather than equity. Equality is an anachronism developed by feminists in the 60s and taken on by middle-aged, middle class women as a badge. It discriminates against all other groups, including genetically non-binary groups, other than xx, (so XXX, XXY etc sex linked) The other issue are tags of sexual preference, skin colour and heritage to name a few. I now say, I do not care what you are but who you are and what you are prepared to bring to the table. If you are willing to have a go, I am willing to give you a go-an equitable chance

I feel like resilience is one of the most important skills a safety professional can have for this exact reason. Being resilient and able to adapt easily when changes happen or things go wrong is critical. Now how each person learns how to be resilient is different and based on their own life experiences, but there is one key to being resilient I have found. If you are passionate and love your job, you are way more likely to be able to deal with the stress of the day-to-day grind. We’ve all seen how affected those individuals who hate their jobs can be, and how stressed out they can get at the smallest inconvenience. So, I think for me, the key to managing the emotional stress is that I love what I do and helping people.

A successful safety management system demands more than just expecting workers to 'do what's right.' It requires leadership to actively enable and support safe actions, promote collaboration, and encourage employees to actively contribute to the safety system. This differentiation is crucial because it distinguishes between 'Safety Culture' and 'Safety Climate.' Occupational Health and Safety professionals should prioritize fostering a positive 'Safety Climate' to drive meaningful change.

Effective safety needs a balance of leadership and management. Leaders inspire with vision, while managers handle policies, reporting, compliance. But leaders dictating without employee's engagement breed resentment and disempowerment. Top-down change without buy-in ultimately fails. Likewise, managers who only focus on procedures without people become disconnected from real hazards. Their programs lag emerging risks. In nutshell, when leaders and managers collaborate - when vision meets execution, passion meets process. Employees feel cared for and empowered while priorities remain anchored intelligently. In safety, both leadership and management are crucial - and stronger together. A great culture needs a great system to sustain it.

Diverse Perspectives: Not everyone knows safety. Approach teaching with empathy, like guiding children. Can you handle varied viewpoints and emotions? Emotion Management: Emotions impact safety leadership. Anger leads to mistakes. Learn stress control and emotional mastery. Pause before addressing issues. Clear Communication: Safety thrives on clear communication. Explain 'why' and 'how' when addressing errors. Positive reinforcement inspires safer practices. Collaborative Approach: Avoid bossing. Meet people where they are, listen to their concerns, and work together for safety. Preparation Matters: Safety leaders oversee diverse activities. Be prepared, as miscommunication and unmanaged emotions can have serious consequences.