Embracing 'Unsafety' in Action: A Challenge for Safety Professionals & Business Leaders

In the realm of safety professionals, we often find ourselves trapped in a never-ending conversation about safety rather than genuinely embodying it. Over the years, we've encountered various safety methodologies, frameworks, philosophies and concepts that have brought valuable insights and positive changes to safety practices and performance; however, for the most part, they have continued to keep safety at arm's length from everyday operations failing to acknowledge the benefits of fully integrating safety into every aspect, role and decision made by the business.

A 30-Year Journey in Safety

In my journey as a safety professional, I have continuously operated with the mindset of 'making myself redundant'. My measure of success has always been that if I have done my job right, the business should not need me anymore because I have successfully integrated safety into their operations and have enabled and empowered them to continue the journey without needing a dedicated' safety person'.

The reality is that in most businesses, that will probably never happen in my lifetime; however, we should be seeing a reduced dependency on dedicated safety professionals (both internal and external) or a shift in what those resources are focussing on and how they are operating if we genuinely have the best interests of the organisation at heart and are not being 'self-serving'. After all, isn't safety meant to be 'everyone's responsibility'?

I have been immersed in the safety field for over three decades, with a diverse career spanning roles as a police officer, an OHS Inspector at Workcover NSW (now SafeWork), in Operational, Executive and Senior Leadership roles and a consultant for businesses of all sizes. My journey has involved training leaders, workers, and safety professionals, conducting investigations, reviewing, designing, and developing safety management systems, conducting risk assessments, developing training, coaching, and mentoring countless individuals.

My career has seen me at the scene of more fatalities and serious injuries than I like to remember, experiencing the harsh realities of workplace safety. Helping put bodies in body bags and knocking on doors to tell families that their loved ones were not coming home.

I have experienced a workplace injury (a couple - broken elbow, injured back, and fused neck, with some lovely 'scaffolding' being the most significant). Interestingly, when I was in the police force, we were often injured at work; however, we never considered it a workplace injury; it was simply 'part of the job'. Times have certainly changed in that regard.

I have investigated and prosecuted companies for failing to provide safe systems of work. I have worked with companies facing prosecution and now collaborate with companies to proactively change their approach to safety. You could say that I have experienced 'safety' from almost every angle (I have not been prosecuted myself). That broad perspective, first-hand exposure, and hands-on experience have made me the person I am today, and that is why I look at 'safety' from a different lens than most safety professionals.

I do not hold a master's degree in OHS or Certification under the AIHS system, nor do I claim to have all the answers or the silver bullet to 'solving' safety. No one does.

Instead, my knowledge and expertise have grown through curiosity, on-the-job learning and a pursuit of knowledge that extends beyond traditional safety studies. Yes, I do hold formal safety qualifications, which I attained whilst working at WorkCover; however, in my experience, I have learnt more about 'doing safety effectively' from my other studies, encompassing psychology, neuroscience, human resources, organisational design, sales, marketing, learning and development, design thinking, NLP, coaching, leadership, and business. Additionally, I have completed a Foundations of Company Directorship Course and a mini MBA to improve my business acumen.

My Drive for Change

What fuelled my curiosity? What has fuelled my passion for driving change in how we do safety and in the safety profession?

Fundamentally, it was the frustration many safety professionals encountered. The feeling of banging one's head against a wall and questioning why people make the decisions they make and behave the way they do. I wanted to understand why people 'saw' things differently, why information from induction and training did not stick, why procedures went unread, and why decisions sometimes defied logic. This curiosity led me down the path of psychology and neuroscience and eventually to the broader studies that transformed my perspective. I no longer talk about 'safety first.' It is about embracing a 'safety always' mindset, focusing on leadership, culture, and integrated employee experiences rather than the isolated notion of safety.

Why Change is Not Optional, it is Essential.

If ever there was a time for a change in our approach, it is now. Preliminary data from Safe Work Australia indicates that in 2023, 173 Australian workers lost their lives at work, a decrease from 195 in the previous year. While this decline is promising, it underscores the urgency for change because whilst it may be easy to celebrate the progress, we need to remember that 173 families still had to bury their loved ones last year, and their lives will never be the same.

This figure does not account for the numerous individuals who suffered severe physical and psychological injuries.

The Safe Work Australia data provides a comprehensive breakdown of the incident data.

The "Safety Dance"

Over the years, I cannot tell you how many businesses I have worked with or spoken to who have expressed their frustrations with safety professionals. They have labelled them as "weird," claimed they do not understand business operations, and accused them of complicating things. Safety professionals have been labelled the 'fun police' and criticised for relying on authority, hiding behind titles, and wielding legislation as a fear-based tool, adopting a 'carrot vs stick' approach.

On the flip side, safety professionals have felt undervalued, unheard, and often face resistance from the business. They have struggled to gain buy-in and often witnessed or experienced a lack of (or perceived lack of) seriousness toward safety. It is a continuous cycle of frustration.

This 'dance; of frustration often gives the perception that we're making a lot of moves but not going anywhere, not dissimilar to a line dance (no offence intended to line dancers, but I'm writing this article from my childhood hometown of Tamworth where the country music festival is playing out at the moment - hence the analogy to a line dance). In line dancing, dancers take one step forward, then two steps back. They turn, face another direction, and do it all over again. It is a synchronised dance of a group of people all doing the same thing and wanting the same outcomes, yet there's little connection or progress.

A Shift Towards "Unsafety in Action"

Imagine a world where safety is not a separate part of the business but seamlessly integrates into daily operations.

Imagine a world where we do not have to call out 'safety' separately. No more 'safety talks' and 'safety interactions/observations'. No more 'safety leadership or safety culture' programs that often do not align with general leadership programs, creating inadvertent segregation and confusion.

Imagine a world where there are no more complicated safety management systems, policies and procedures that create cognitive overload, an administrative burden trying to maintain them and are more relatable to auditors than the end users.

Imagine a world where there is no more talk of 'Safety First'; instead, everyone has a 'Safety Always' mindset and, regardless of their role, they automatically consider physical and psychological safety impacts in everything thing they do and every decision they make without calling them out separately.

Imagine a world where training is not just a tick-in-the-box exercise but a positive experience that adds real value to our workers and our workplaces and is designed and delivered in a way that considers our diverse workforces and their different learning needs.

Imagine a world where we treat our people like real human beings and acknowledge that we are feeling machines that think, not thinking machines that feel. A world where We understand how the human brain works, including its limitations, and design all our workplaces, systems, processes, and employee experiences to support, not hinder, instead of designing them the way we think they should be to serve us better.

It may sound like an unachievable pipe dream, but it is not. It is the future of work, and it is the future of safety if we want to be effective. And yes, it will take time; however, it is a journey we can all begin now, and it starts with you, the safety professionals and business leaders of the world.

Enter the "Unsafety in Action" challenge, an opportunity for safety professionals and leaders to break free from the conventional safety lens and thinking and create meaningful, sustainable change.

The Challenge:

For 66 days, we are taking a leaf out of James Clear's book Atomic Habit. If you are a safety professional, leader, or anyone else who wants to get involved, you will embark on a transformative journey, creating new habits and changing how you think about and practice safety.

For 66 days, your goal is to take the first step in performing your duties without uttering the word "safety." No reliance on policies, procedures, or safety legislation is allowed. Instead, the focus will shift to:

1. Authentic Conversations: Participants will engage in honest, open conversations with their teams, building rapport and trust. No more hiding behind titles or authority.

2. Leading Through Influence: The challenge encourages you to lead by influence rather than relying on titles, legislation, policies, procedures, or rulebooks. It is about stepping out of your comfort zone and making a genuine impact through personal connections.

3. Actions Over Words: We will emphasise that actions speak louder than words. By demonstrating a commitment to safety without mentioning the word itself, participants will show that safety is and can be ingrained in their culture and that we do not have to call it out as something separate to engage with our people and facilitate change.

Why 66 Days: Building New Habits

For years, the belief has been that forming a new habit takes 21 days. It is a notion deeply ingrained in our thinking. However, recent research challenges this assumption. On average, it takes more than two months - precisely 66 days - before a new behaviour becomes automatic. It is important to note that this is an average; individual experiences may vary. Some individuals may require less time, while others may need longer. What truly matters is maintaining consistency.

The beauty of habit formation lies in its forgiveness. Even if you stumble or miss an opportunity to engage in your chosen behaviour, it will not significantly derail the process. Building new habits is not an all-or-nothing endeavour. Consistency is the key.

As James Clear aptly puts it in his book Atomic Habits, improving by just 1% may not seem noticeable, but it can yield significant results over time. The overarching concept is that if you commit to becoming 1% better daily for a year, you will find yourself 37 times better than when you began.

To change how we practice and lead 'safety', we need to work on our habits first, which is why we have created this challenge.

Why call it "Unsafety in Action"?

"Unsafety in Action" reflects the essence of the challenge, and while the name still needs some work because, as the goal of this challenge is to stop talking about 'safety' separately, it is a step in the right direction and signifies the beginning of our departure from conventional safety thinking.

The Goals:

1. Challenge the Status Quo: We want safety professionals and leaders to see things differently, stepping out of their comfort zones and away from titles, legislation, and rulebooks.

2. Promote Authentic Leadership: "Unsafety in Action" encourages safety professionals and leaders to be authentic leaders, guiding their people and their teams to a safety always mindset without relying on formal authority.

3. Drive Cultural Change: By focusing on actions and genuine conversations, the challenge aims to drive cultural change that transcends safety as a separate entity.

Join the Movement

The "Unsafety in Action" challenge is not just a challenge but a movement toward a new era of safety. It is an opportunity to redefine safety and create workplaces where safety is woven into the fabric of daily operations and the company's DNA.

Launching on 1 February! This challenge will not be easy, but as Charles Darwin once famously said, "It's not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change."

Remember, it is about getting 1% better each day.

Are you ready to embrace "Unsafety in Action"? Are you prepared to embark on this transformative journey? Let us know if you are in and prepared to participate in this progressive change. Jump over to our Unsafety in Action LinkedIn page, where you can make your commitment, share your progress, connect with like-minded people, learn from each other, and grow personally and professionally.

Each day, we will provide valuable insights, tips, and tools to support you on your journey. Join the 1% club and be part of this exciting initiative.