“We can change culture, If we change behavior. If we change behavior, we eliminate incidents”

Denis Baker

We are all in a position of power—a manager, a team leader, or someone who has the ear of a leader—we can effect change.

Culture has a significant impact on everything from safety to employee engagement to productivity. In addition, it gives people a sense of belonging and self-worth in their workplace.

However, the stark reality is that organizational culture is a complex web of relationships, and as those relationships change and shift over time, everyone must embrace change. This will serve to maintain any positive change that has been affected and continue along a productive path. The ability to eliminate unsafe behaviors is determined by the quality of relationships we have with people. Regardless of your position or title, you are in the place of growing, developing, and improving people. And those people are relying on you to train, communicate, and coach them to perform their jobs or tasks safely. 

Coaching is a skill that every safety professional and leader must master. The implementation and integration of behavioral change is a crucial aspect of achieving a sustainable safety culture. 

Coaching facilitates a culture transition through the stages of behavior change to achieve safe habits. Effective behavioral change requires that we identify what we are changing, why we are changing it, how we change it, and then create a strong plan of action to maintain effectiveness.  

In this blog series, I will focus on creating a culture change through individual behaviors.

WHAT IS BEHAVIOR CHANGE?

Before we get too deep into how to change a culture, let me identify what behavior change is. Behavior change refers to the “transformation or modification of human behavior,” with a new or altered safe behavior being the end-point.

“To change a habit, make a conscious decision, then act out the new behavior.”

Maxwell Maltz

I have identified five stages to achieve culture change. However, the process of implementing and maintaining change seems to be a spiral rather than a straight line. I have found that most people regress in the beginning stages, so constant and consistent coaching is required.

5 STAGES OF CULTURE CHANGE

Throughout my career, I focused my expertise on changing culture and ultimately changing behaviors. As a safety professional, when you first start at a company or facility, you must become familiar with the current culture, identify areas of concern, and identify a strategic improvement plan. Safety professionals play an integral role in a company or facility culture change. Therefore, you must be accurate in your evaluation and plan.

To get there, I have outlined the Five (5) stages to change a culture. While every company and facility is different, the culture change process is still the same. By following these five stages, you will help to ensure an actual culture change.

Setting the foundation

Before behaviors can be changed, organizations must identify the areas of focus needed to understand why the current behaviors exist. These areas typically include; missing policies or procedures, lack of training, leadership failure, et. Still, they may also be in the pre-contemplation, action, or maintenance stages. The current safety position is generally determined through active observations, listening, curiosity, and asking open questions. This knowledge will contribute to developing the organization’s safety strategic plan and creating the required coaching journey.

Contemplation

In the contemplation stage, the organization is “aware of existing safety issues and is creating a plan to address the issues, but has not committed to taking action. This stage can last for a long time as organizations struggle with dysfunctional employee behavior and the amount of effort, energy, and cost to create, change and implement programs and training. In the contemplation stage, the mindset of “We may” change or implement generally creates a delay in the path forward. 

Preparation

This stage combines intention and behavioral criteria. For example, an organization in the preparation stage may have reduced some unsafe behaviors but have not reached the criteria for sustainable, effective behaviors. They can be considered to be in the mindset of “We will.” Their intention and motivation are firm, and they plan to implement their change plan within a short period. 

Within this stage, the leadership will brainstorm possible approaches and solutions. Successful behavioral change requires identifying the right approach and protecting our upcoming changes from distractions and conflicting goals. Anticipation, planning, and engagement are crucial for maintaining safe behaviors. 

Action

Now the organization is committed to implementing programs and conducting training to begin the behavior change process. Organizations in the action stage are considered to be in the “I am” mindset and consistently implement their new behavior expectations. When clients are in this stage, they are likely to achieve fewer incidents and experience more robust safe behaviors. In addition, the Behavior Coaching Process (discussed in a later blog post) will result in even fewer incidents and help ensure consistent safe behaviors. 

However, once the action stage is entirely in progress, there becomes a risk of complacency and a focus on production, which causes employees to fall back into exhibiting unsafe behaviors. Keep in mind that the initiation of programs and training will be efficient, but the failure to be persistent in the expectations can create a culture backflow. 

Maintenance

In this stage, we want to continuously improve to prevent relapse, consolidate the gains attained during the past efforts, and increase safe behaviors. In my experience, this stage typically comes into play around 18-24 months. Cultures in the maintenance stage are considered in the “I still am” mindset and are considered to be in this stage when the new behavior becomes a habit. While in the maintenance stage, leadership and safety professionals are generally confident they can maintain the improved behaviors. However, they must be diligent in maintaining this change. There will be challenges and concerns. However, if the leadership has built an engaging culture, it doesn’t generally present a significant risk and can often get back on track and even create more robust, safe behaviors.

CONCLUSION

Many of us have behaviors we would like to change. Understanding the stages of change and applying each one effectively and timeously will support a meaningful, sustainable, and, ultimately, empowering behavior change, resulting in improved safe behavior and fewer employees getting injured. My next blog will focus on effectively coaching leadership and employees to change behaviors through their mindset.

Remember, our actions determine the result!

“A change in bad habits leads to a change in life.”

Jenny Craig

Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.