success

WHY EMPLOYEE RECOGNITION IS CRITICAL TO ACHIEVING A STRONG SAFETY CULTURE

/ Denis Baker / Leave a comment

 I was recently part of a group of Safety Professionals discussing various ideas on how we can recognize people who meet or exceed safety expectations. As we continued our conversations, I started thinking about how important it is to identify people who are committed to their safety and those around them. As I began thinking more and more about recognition, this thought came to my head. “You can’t build a strong, sustainable safety culture if you don’t know who exhibits safe behaviors.”

Another thing that hit my brain is that I realized that employee recognition is the cornerstone of effective leadership. I believe that as the competition for workers has escalated and the shortage of workers exists, one of the key ways to show that we value their commitment to safety is a critical path to maintaining a consistent workforce.

The most significant reason leaders fail to identify their top performers is thinking in ways similar to a phrase from President Harry Truman, “Just think of what our team can accomplish if no one cares who gets the credit!” – President Harry Truman.

With all due respect to President Truman, this phrase is often misunderstood. The quote is intended to emphasize the value of humble leaders. But when misunderstood, it can deprive a vital piece of leadership information.

Some people believe the words, “it doesn’t matter who gets the credit,” indicate that you should not pay attention to, or even be aware of, those who are delivering outstanding safe behaviors or the leaders who are committed to the safety of their employees. After all, many companies seem to focus on the numbers. Numbers can identify a path forward. However, most leading indicator numbers may not be very actuated. The company I recently worked for only cared if the operations team met the monthly numbers, there was no accountability to determine accuracy. If we focus on the numbers, then numbers will not develop a strong safety culture. The only thing that determines your culture is the people.

If you have interpreted “it doesn’t matter who gets the credit” to mean that individual recognition is not a good thing, step back and ask yourself these questions:

  • Do I know who is generating the best ideas?
  • Do I know who is supporting initiatives?
  • Do I know who is performing the work or tasks safely?
  • Do I know who the most encouraging person on your team is?
  • Do I know who is going out of their way to support their teammates?

If you do, give them, then give them recognition! Otherwise, if you continue to misapply the “it doesn’t matter who gets the credit” sentiment and focus on production and leading indicator numbers, you will face an enormous leadership shortcoming and lose respect and trust.

So, what is employee recognition?

In general, it simply refers to all the ways an organization shows its appreciation for employees’ contributions to the company’s overall safety and business success. It can take on many forms. Companies recognize employees for things like:

  • Achievements
  • Exhibiting desired behaviors
  • Going above and beyond expectation

From the safety perspective, employee recognition focuses on the commitment workers make to ensure their safety and the safety of those around them. So here is the safety version of recognition:

  • Achieving risk reduction
  • Exhibiting Safe behaviors
  • Identifying unsafe behaviors performed by others 
  • Safety suggestions or ideas
  • Following company health, safety, and environmental protocol and procedures
  • Meeting or exceeding accurate and effective leading indicators (observations, inspections, training)

SO WHY DOES EMPLOYEE RECOGNITION DETERMINE THE SAFETY CULTURE

From a very early age, we crave recognition from parents, teachers, and friends. Unfortunately, our desire for a positive declaration is so strong that we can even perceive a neutral reaction as a negative one. If this occurs, employees and leaders lose the desire to achieve success and will focus on what they need to do to meet minimal requirements.

This continues to hold in most workplaces. However, if we can implement a successful employee recognition program, you will see an increase in the company safety culture and also achieve:

  • a higher level of retaining top talent
  • a significant increase in employee engagement in campaigns and programs
  • higher performance resulting in higher production
  • lower risk and safer behaviors

THE FUTURE

Recognition helps the workforce see that their company values them and their contributions to their safety and the success of their team and the company. This is particularly key when organizations are growing or looking for a change. It helps employees build stronger morale and confidence and motivates them to continue working safely and supporting the company’s goals. 

So, no matter how honorable the statement “it doesn’t matter who gets the credit” is considered, we all must embrace the recognition of employees who exhibit vital safety behaviors and fully achieve the leading indicators.

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.

3 Core Attributes of Strong Safety Professionals and Other Leaders 

/ Denis Baker / Leave a comment

I recently had a conversation with a friend. We discussed how my Peloton bike’s consistent use was building a more robust and much more sustainable, and energetic body. As we continued our discussion, we talked about how people become athletes because I mentioned that I was becoming a strong athlete and moving in the right direction. My friend asked this question. “Are athletes born or made?” I started thinking and commenting that I felt I was not born a natural athlete but felt that I was moving toward becoming an athlete. As some of you may know, I have physical issues with my legs and hands, so anything I can do to strengthen those body parts allows me to become more robust and stable. 

Most professional athletes seem to have unique physical talents. But every athlete still must show up and work very hard to maintain their athletic abilities. The most natural athletes will never be competitive (or even in shape) if they don’t try and work hard. 

Later that evening, I started thinking about how safety and other leaders have to play the same role as athletes. Then, I started thinking about what core attributes make a strong influencer and effective leader. For the safety profession, our role falls into two categories. 

  1. Compliance – we are trained in school and learn how they apply to the many different business forms. However, compliance does not exist if workers do not exhibit the right behaviors.
  2. Influence – This is where our profession struggles. Over the last few years, we have increased the information surrounding leadership, and many of our conference speakers focus on the different forms of soft skills. 

As a safety professional, I have focused on soft skills to create a more vital influencer and effective leadership. I have found that many leaders—at least those people will follow—are SELF-MADE. The ability to effectively lead people comes from only the leader’s choices.

Influential leaders come in all kinds of shapes and sizes. Some are extroverted; others may be introverted. They may focus on the big picture and become strategic thinkers or active doers.

So, as I continued to think about what main focuses create a self-made leader, I identified three (3) core attributes that will make a person a strong leader. 

Any leader can be effective if they can effectively exhibit these three core attributes

1. Full EmbraceFully Embrace Leadership: Many people in leadership roles don’t lead. Leadership is tiring and requires much work. Being a “boss” or dictator isn’t leadership. To lead, a person must identify and engage people’s will and influence them to ensure they all move in a common direction.

Many people view the role of “leader” as the next rung on the ladder—a reward or a position earned. But unfortunately, they don’t always see leadership as something that only exists through action and relationships.

Influential leaders actively inspire a compelling vision among their team. They are cultural architects and role models. They accept that the path to excellence is often on the other side of discomfort.

They work hard to build their leadership through influentially adding value, showing respect, and creating trust with their team and those they encounter

2. Focus on Serving Others: People who end up in leadership roles are often motivated and ambitious drivers to meet their goals and objectives and get things done. The question is, for whom?

The most effective leaders are motivated to serve others. They focus on delivering value to others and support their team or organization to reach their highest level and exceed expectations. 

Many leaders tend to focus on themselves, their vision, legacy, goals, and advancement. When this happens, a leader’s attitudes and behaviors shift from multiplicative to self-opportunistic. Unfortunately, this path will only result in poor performance and a reduction or failure in the respect and trust created previously.

The difference shows up mostly in results. Are the people around them growing? Does the workforce indicate changes in their behaviors? Are people more confident and independent than they were before? Is the culture sustainable? These are all signs of servant leadership

3. Create the Right Vision: Leaders lead to what they see. They can’t lead if they don’t know where to go. Influential leaders must create their vision through the interactive engagement of their team and those who play a part in the results. Leaders validate the vision and then fully communicate. Anyone claiming to be a leader but who doesn’t know or have the vision only fills the leadership seat but doesn’t know how to drive the bus. 

Why Does This Matter?

It can be easy for leaders to get sucked into the weeds. Often, they drift towards a part of the job they enjoy and have the knowledge and experience. But unfortunately, sometimes, leaders and executives do not understand how to embrace authentic leadership, serve others, and drive their visions.

As a test, think of a vibrant organization with a consistently solid and sustainable safety and operational culture.

Here’s what you will see:

  • The leaders of those organizations are actively doing the work of leadership. They’ve embraced it.
  • They lean towards serving vs. seeking to be served.
  • They radiate the vision.

If you aren’t sure, flip it. Can you think of a vibrant organization with a consistently strong, sustainable safety and operational culture led by a leader?

  • Is inactive, absent, or lost in the weeds?
  • Insists on being the “the boss” or maximizing their perks?
  • Has no vision, no sense of direction, and communicates no purpose?

It will not exist.

Answer these three questions to determine your path forward

To what degree do you believe you:

  • Embrace leadership as a responsibility and role?
  • Provide servant-hearted leadership?
  • Have and communicate a clear and compelling vision regularly?

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.

THE SAFETY PROFESSIONAL’S BIGGEST FAILURE……. problem-solving

/ Denis Baker / Leave a comment

Safety Professionals are excellent problem identifiers but horrible problem solvers! 

If the above statement offends you, that is probably a good thing. Safety people are excellent compliance experts and can identify almost everything that can cause unsafe behaviors or at-risk conditions. But sometimes, you struggle to give advice or help solve the issues. To become more effective and influential, you need to overcome the biggest professional problem……solving problems.

Sometimes you can’t solve the problems because you think you should never solve anything. Well, let me say this, 

“the wise Safety Professional will stare down each problem or potential problem that comes across their plate, and before expending an ounce of energy on trying to solve it, they first consider these three questions….”

1. Is this a problem to be solved or conflicts to be managed?

Before you decide to tackle whatever potential problem, first recognize if you really can solve it. Not every difficult situation that lands in your hands are a problem you will ever be able to solve. You can’t solve the problem of disruptions if a leader isn’t holding his workers accountable. However, you can identify the everyday actions they must follow to protect their people. You can minimize these by good preparation, but you can’t solve them. These are conflicts you must learn to manage.

2. Why is this a problem?

Why is this a problem? Is it a problem? Why do I care? Often, we will identify issues that can be compliance issues or put workers at risk. Before attempting to solve the problem, ask the leader or worker if they think your identification is a problem. If the answer is yes, ask for their suggestion or input to fix or eliminate it. If they say no, give them the “why” on what makes it a problem or concern. Ask this question to get desired feedback.

“I think I might be missing something here. Can you clarify what the problem is we are trying to solve?”

3. What can we do to solve the problem?

So you identified a problem, and the leadership and workforce agreed that it was an issue, or you gave them the “why” it was a problem. Now we need to provide the “what.” This can be a suggestion, discussion, or directional approach. However, there must be an identified way to solve the identified problem(s) when the conversation is made. Always figure out just what the scale and scope of this problem are. And put the appropriate energy and resources to fix and eliminate it.

NOW WHAT, SAY WHAT

Remember to reflect on this quote when dealing with problems. 

 “The problem is not the problem. The problem is your attitude about the problem.

– Captain Jack Sparrow

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.

WHAT MAKES YOU SUCCESSFUL IN SELLING SAFETY

/ Denis Baker / Leave a comment

“Those who really want success always work till they get it”

DENIS BAKER

Whether you like it or not, your ability to sell your suggestions, ideas, and programs determines your success and the health and safety of your workforce. The good news is that you don’t have to be a natural-born salesperson to succeed in the world of safety. However, if you have a passion for people’s safety and best interests at heart (with an eye for reducing risks), you already have the makings of a great salesperson.

Selling safety is not something they do to people, but as a collaborative process between themselves and the workforce and leadership. Great salespeople can influence the person or group and persuade them to adhere to what is right. Good sales skills can mean fewer injuries and a strong culture.

FIVE QUALITIES EXHIBITED BY SUCCESSFUL SAFETY PROFESSIONALS

Regardless if you’re trying to improve your skills or coach or mentor your team, I recommend looking for these characteristics. You will increase your sales skills by cultivating these five qualities.

1. They are Competitive – Effective Safety Professionals who successfully sell safety don’t want to sit at a desk, staring at their computer for 8 hours, and then go home. They live and breathe, selling safety to the workforce in person; it’s almost like a high. They’re often energized by the idea of exceeding company or facility goals and being rated the best in the organization.

Good salespeople seek out chances to improve performance because that makes them better. I say this often…………….” You can’t change a culture from behind a desk.”

2. They Listen – When you think about “sales,” you might picture a slick-haired, smooth-talking car salesman. He won’t take no for an answer, and he’s just running his mouth without listening to the customer. This stereotype is for bad salespeople. Good Safety Professionals shouldn’t treat employee interactions as a chance to pontificate what they expect. Instead, you need to ask questions and listen to their answers, suggestions, or anything else they want to discuss. You must approach these as honest conversations. You should still lead the path, but you need to allow responses. When you listen to the employee or leadership pain points, you can better align their needs with your directions.

3. They are Robust – I have spent much time researching and learning how to be a successful salesperson throughout my safety career. However, I have learned that selling safety can be a tough gig. The best salespeople are robust people. They are persistent in their approach. If you can’t sell it the first time, you reflect, analyze, and approach it differently 2, 3, or even 10 times. But, if it is correct, you never back down! However, let failure motivate you to succeed.

4. They are Confident – Confidence is the currency of selling safety. Selling your confidence means people see you as in control and informative — even if they are not fully onboard. It’s all about how you present yourself to people. Does your voice tremble when you talk, or is it engaging and bright? Even if you don’t feel confident, presenting yourself that way will bring trust and security to your pitch. At the same time, your tone and body language matter, your choice of words significantly impact your message.

5. They are Honest – Selling safety is not about manipulating people into buying into your direction. That’s not only dishonest and wrong, but it’s also an awful approach and will result in disrespect and loss of trust. Safety Professionals should be honest and transparent from the start and only want to sell something to improve safety. Be honest with the workforce about what you commit to. Can you meet their needs? Be realistic; if your team can’t meet their expectations, it will only frustrate them. And yes, that means being honest — even if being honest means losing a sale.

“Great Safety Professionals are relationship builders who provide value and respect to their workforce so they go home every day.”

DENIS BAKER

SO WHAT, NOW WHAT

Look, you don’t have to be a natural-born salesperson to be a successful safety professional. I encourage you to cultivate these five qualities to increase your sales skills. But remember, this isn’t something that happens overnight. Practice and grow your sales skills over time. Approach them like you would any other skill, and you will see an increase in success.

WAYS TO INCREASE YOUR INFLUENCE AND SELL SAFETY

/ Denis Baker / Leave a comment

Two shoe salesmen go to a remote island to break into new markets. After a few days, one salesperson calls the office and says, ‘I’m on the next flight. I can’t sell shoes here. Everyone goes barefoot.’ The other salesperson sends an email to the boss minutes later: ‘Get ready! The prospects are unlimited. Nobody wears shoes here!’ 

When you read this, you might have thought about how the first salesperson didn’t take advantage of the many shoeless people and how the second salesperson will be very successful. But, heck, maybe some of you are thinking, who cares, what does this have to do about safety. 

Let me respond…..

1. The first sale person is going to be out of work

2. The second salesperson will be financially secure and promoted quickly

3. The third thought, SALES HAS EVERYTHING TO DO ABOUT SUCCESSFUL SAFETY PERFORMANCE! 

If you go to Webster’s Dictionary and look up the word “sales,” it says “to exchange a commodity for money.” However, I believe safety and sales both fall in the same categories. I believe safety can be redefined as sales, and I know the only way to get workers bought in is for them to accept expectations and programs through your influence. 

When we think about it that way, there’s nothing creepy or sneaky about it. As we talk about influence, we are talking about building relationships, making a difference in people’s lives, and exchanging our services to safety values so people can go home every day.

The difference between average safety professionals and successful ones is staggering. Average safety professionals will hit their goals and objectives occasionally or meet some goals or some objectives, but not all. However, successful safety professionals meet their goals and objectives —EVERY time — in addition to establishing a consistently strong safety culture. 

The idea behind this topic is to provide information so that you can understand that safety professionals provide service to our customers. Meaning we serve our workforce and the company leadership. Safety professionals have little to no authority, so everything we believe or want has to be sold to every person. After reading this blog, you will walk away thinking of various tips and ideas to become a more efficient safety professional. Doing this will result in much more significant results.

If you want to exceed your current successes, read the 8 Identified Habits of a Successful Safety Professional. If you need to achieve higher performance, I strongly suggest you consider implementing and integrating the 11 Tips to Becoming a Successful Safety Professional. Following these habits of successful safety professionals will help you become one of the top-selling safety salespeople on your team — or even the organization.

SELLING HABITS OF SUCCESSFUL SAFETY PROFESSIONALS

  1. Identify and stick to your character – A clearly defined character is crucial to an effective sales process. And a safe person who sticks to that persona effectively generates buy-in. In addition, an effective safety professional must research and become very familiar with the processes and products along with all levels of employees. This gives you the right direction in your selling process.
  2. Use a measurable, repeatable sales process – Low-performing safety professionals let intuition guide them. High-performing safety professionals use a process that’s optimized to move as many prospects as possible from “connect” to “achieve.” Low-performing safety professionals sometimes let things slip through the cracks. High-performing safety professionals know the state of every person and what motivates people, what actions they’ll take next, and when. 
  3. Know your direction – Being able to sell our ideas is half the battle. Understanding what you’re selling is the other half.  People want more access to information (the why) than ever before. To gain their trust and add value, you have to know clearly know what direction to go and why it’s valuable to your workforce.
  4. Find shortcuts and hacks – Once an excellent safety professional identifies a successful strategy or technique, they use it — again and again, until it stops working. This is very smart. Safety professionals are constantly working against the clock, which means the more time they spend experimenting, the less time they have for actual selling. 
  5. Practice active listening – Most every safety professional I have interacted with struggles with listening (including myself). Successful Safety professionals are entirely present when they talk to people. They’re not thinking about another deal, looking at their phones, or sending funny memes to their team members. Instead, they’re engaged — and as a result, their conversations with buyers are deeper and more meaningful. Active listening may be one of the most complex skills since we typically care more about what we have to say. However, it’scritical. Not only will you build stronger relationships, but you’ll unlock information that’ll help you position yourself in the most efficnet direction. 
  6. Work hard – It’s 5 p.m., and your counterparts have already left the office. The high-performing safety professionals are still in the office. They are tired and some have families, but they’re still sending emails, scheduling meetings, and walking through the facility or site. The idea is that you must be engaged with the workforce and continually sell your ideas. You cannot change a culture from behind a desk.
  7. Follow up – Many safety professionals fail to effectively follow up after agreeing to help get things done or looking at options. When you fail to follow up, you have lost all respect from that person or group. 
  8. Personalize your message – Instead of following a script and approaching each associate with a “one-size-fits-all” mentality, high-performing safety professionals are committed to learning as much as they can about a person, group or process and will tailor their message. These safety professionals understand their workforce’s unique pain points and explain why following and following their direction is crucial.

TIP TO BECOMING A BETTER SAFETY PROFESSIONAL

  1. Shadow your colleagues – Want to improve your performance? Identify the best safety professional within your company and ask if you can shadow them. Receiving coaching from your peers is a great way to get better at your job while building solid relationships with your coworkers.
  2. Practice your people skills – Successful safety professionals have excellent people skills. Its doesn’t matter if you have an extrovert personality or an introvert personality. What matters is your ability to build strong relationships, build respect, trust, and add value to people. Small talk is a great learnable skill — and one that’s crucial to your success. So whether you’re at a job site, plant, or in a meeting, practice making other people feel at ease. 
  3. Be a team player – So much of safety pop culture glorifies the lone wolf. But the best safety professionals know it takes a village to build a successful team.
  4. Know when to stop – Are you wasting too much time on discussions that just aren’t going in the right direction? If it is, end the conversation and walk away. The next step is to analyze why it went wrong and identify options from now on. Then, you must follow up and try to sell it again. 
  5. Be transparent – The days of telling associates anything is over. Don’t promise anything that doesn’t or will not exist. You could earn temporary success, but it won’t stay for long, and you’ll end up with bad reviews and a poor reputation. 
  6. Always solve problems – Who is your customer? Your employees! Safety professionals tend to be excellent problem identifiers but horrible problem solvers. Don’t identify issues and not provide solutions. A consultative safety approach allows you to be honest with your customers about their need to reduce risk and improve safety. 
  7. Roll with rejection – You won’t win every deal, and some people won’t like you. That’s part of being in safety. And while it’s essential to be thoughtful about how you can improve, it’s crucial to move on quickly from rejection. Experts suggest viewing rejection as proof that you’re pushing the limits. So, examine why you weren’t successful, ask for outside opinions when appropriate, and move forward quickly and positively to bigger and better performance.
  8. Take breaks – In safety, activity is often correlated with results. However, the more we roll out, the more stress and anxiety we create. Please focus on the top 3 things that will up the level of safety and follow those until they are well embraced and offering results, then consider additional options.
  9. Believe in what you’re selling – It’s easier to be passionate about — and sell — a safety idea when you genuinely believe in it. The most effective safety professionals follow the processes and believe in their values. Find happy testimonials from employees if you feel “meh” about something you’re selling. Examples of how your ideas have improved people’s safety — both big and small — will reinforce your motivation and give you proof that you are doing the right thing.
  10. Build personal relationships – One of my mentors is one of the best salespeople I know. He has taught me how to become an effective and successful salesperson, and I have used it in every company I’ve worked for. He is one of the most vital relationship builders. Everywhere he goes, he connects with people— not from a LinkedIn perspective, or the “let’s exchange business cards” way, but in a genuine, the humanist way that makes you want to talk to him again. As a safety professional, relationships are your success. You don’t need Don Draper level of charisma; on the contrary, a desire to help goes a lot further than a magnetic personality.
  11. They prepare ahead of time – An effective safety professional prepares and gets buy-in and approval before rolling anything out. That means they research and gather all the information they need before the first meeting. After that, you must go in with a contingency plan. This way, you are prepared for challenges or questions and can effectively respond to avoid losing the sale.

SO WHAT, NOW WHAT

There are many ways to succeed in safety. However, your ability to be an effective salesperson will result in success. By implying the habits mentioned above, you will provide a positive sales experience to your workforce. Demonstrating that you have the passion, knowledge, self-determination, and flexibility can take you from an average professional to a high-performing success story.

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.

MY FOCUS THIS YEAR IS BUILDING STRONG RELATIONSHIPS

/ Denis Baker / 1 Comment

Build relationships by influencing what you expect, reflect what you desire, Become what you respect, and mirror what you admire.”

UNKNOWN

It’s a new year!! Many of you have come up with new year goals on improving and changing things. It could be eating healthier, getting more sleep, hitting the gym, or improving personal growth. But, let’s admit, this is a typical American tradition to forget or quit early into the new year. My goal is to focus on building stronger relationships with my coworkers throughout the entire year. 

But how do I build strong relationships with every coworker? Relationships give us the ability to build respect, trust and ultimately allow us to influence. As you look at your relationships at work, there is no one you spend more time with than those you work with. 

Building relationships doesn’t mean you have to create a friendship. It means your colleagues must have confidence in what you say and suggest. I was recently put in a different role where it is critical to have strong relationships with every team member.

Building relationships doesn’t mean you have to create a friendship. It means your colleagues must have confidence in what you say and suggest. I was recently put in a different role where it is critical to have strong relationships with every team member. Even though I have focused most of my last 15 years on growing my leadership, I tend to want things my way, and everyone else doesn’t know what they are doing or talking about. So, I want to change my approach to ensure I build a strong relationship with each person. 

Here are 8 things I am focusing on to build stronger relationships.

  1. I will focus on people through my perception.  Your self-awareness, self-esteem, and self-perception establish the foundation of all your relationships. How you view yourself and life shapes how you see and relate to others.
  2. “People don’t care how much you know till they know how much you care.” Caring about people isn’t automatic. Not everyone cares. I’m sure you’ve run into people along the way that it’s clear that they don’t care. You can’t learn to care, it’s not a skill, but you can decide to care. 
  3. I will really listen. This is a game-changer. One of the most remarkable ways to build relationships with anyone is to listen genuinely. I am often in a hurry to give my viewpoint. I always want people not to “STOP TALKING, QUIT WASTING OXYGEN.” So, when you slow down for a minute or an hour and truly listen, you communicate that you value that person. 
  4. Hurting people hurts people. When your response to a situation is greater than the issue at hand, the real issue is always about something else. Strong leaders figure out how to get to the real issue.
  5. I will admit when I’m wrong, ask for forgiveness and forgive others quickly. Taking responsibility for your actions is the core to achieving solid relationships. If you make a mistake, own it. If you treat someone poorly, ask forgiveness. You might be correct, but if you need to win, you’ll lose in the long run.
  6. I will determine how to add value to people. You can add value to people in simple ways. Adding value is no more complex than the idea of how you contribute to them. It can be as simple as a kind and encouraging word, and it can be as involved as a lifetime of mentoring. Your relationships with others will give you the knowledge of how to add value to them. 
  7. I will strive to encourage my colleagues. We all know the answer but let me ask anyway. Have you ever been encouraged too much by anyone? Of course not. Your encouragement will create a strong relationship and increase your leadership.
  8. I will build Trust through my strong relationships. When it comes down to relationships, Trust is critical. But, unfortunately, at times, we will reduce Trust. Trust is like having a pocket full of coins. When I build Trust, I place more coins in my pocket; when I reduce Trust, I lose coins. The idea is to never run out of coins in your pocket, and you will maintain a level of Trust. This reflects your character and, ultimately, who you are.

I identified these focus items by reflecting on the last couple of years, identifying what I do well in building relationships and what I need to improve on. Some of these will be easy to achieve; however, many will challenge me this year. But I desire to make this year a successful year in building solid relationships and exceeding expectations. 

Let me strongly encourage you to consider these 10 focus items and make the necessary adjustments to achieve an intense year!

“A relationship is not perfect, you will fight over and over, but as long as you make-up, everything will be alright.”

UNKNOWN

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.

Vision Statement Challenges

/ Denis Baker / Leave a comment

“Vision is the art of seeing what is invisible.”

Unknown

Almost every day, I am either talking about or mentally reconsidering the effectiveness of current vision statements or why there is a lack of statements. Typical discussion and/or thinking involves the use, misuse, and impact of mission and vision statements. 

Many times I have conversations with many of my colleagues and create very informative information. 

Here is a typical discussion with a couple of colleagues.

DENIS: I reviewed our current activity and realized we don’t have a written vision statement, so how do we know what we want or need to accomplish?

My bias is that we must create a vision statement to drive our plans and create a program. I see this as a critical piece in organizational success. 

More to the point, if a company does not have a written vision, then leadership needs to embed them deeply into the head and heart of the workforce. And, if they are not authentic and driven statements, then it’s pointless anyway.

BOB: I would agree with many of your points. The fact that it is what the company “does” with its statements is what is essential. In most cases, these statements have been neglected. 

JOHN: I agree that companies can spend too much time on massaging vision statements.

But I also think many organizations spend too little time on them as well. There must be a balance. When properly created, formed, communicated, and used, these statements provide a great deal of agenda harmony, synergy into the organization, clarity of priority in budgeting, effectiveness inaccurate staffing, and many other things.

Most importantly, it removes the fuzziness in the people’s minds and where the company is directed. If a statement is made well, the statement will identify gaps, relational deficiencies and will create energy, commitment, optimism and makes strategic planning more robust.

Of course, these statements can’t do anything; it’s all in the way they are integrated into the organizational system. The truth be told, though, most organizations already operate from a vision, but it’s usually informal and imprecise and carried out by a few influential leaders in the company.

A couple of questions to ask when interviewing for a job or if you are new to a company is;

  • If your company was at its very best, what would this look like? 
  • Where would people spend their time and resources to meet expectations?

These don’t directly address the vision. Because, If you ask, “what is your vision?” most people will recite what they read or may look confused. When asked subject-oriented questions, however, a picture emerges.

DENIS: Excellent points, everyone. I am a big fan of vision statements, IF they are fully communicated to the entire organization and the leadership is committed to fulfilling the stated vision. I agree with everything said.

  • vision statements help visualize the desired future
  • create a metric process for attaining identified goals
  • get buy-in and commitment from the workers and leaders

However, I have seen them generate little use in most areas, despite pleas and pushing from the leaders. 

Without a mission statement, you may get to the top of the ladder and then realize it was leaning against the wrong building.”

DAVE RAMSEY

To ensure we are moving in the right direction, we should have two types of statements.

  1. Vision statements are related to a specific project or position (think building program, launching a new safety campaign, or introducing new items to sale). They are needed, but they should be more flexible, temporal, and more quickly created.
  2. Mission statements are different. They deal with unchangeable values. 

Have one mission statement that defines your values and desires outcomes. Then, create multiple vision statements as time and projects dictate.

You Won’t Be A Fool If You Approach Culture Change This Way

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“Only a Fool Never Changes His Mind”

RICHARD BRANSON

Everything we do within our professional and personal lives involves change. Everyone one of us (regardless of our position or role) plays an integral part in changing culture.  

As people leaders, we need to know how to achieve our change without creating a toxic environment, and we must quickly identify and address all the blind spots (there are always many, never none). These two things will sabotage our efforts. 

In his book The Culture Solution, Mathew Kelly writes, “For too many leaders, culture isn’t important until it’s urgent.” And that’s often the case. For many, but maybe some (you know whom I am referring to), it’s not that you disagree that change is essential or it’s not that you don’t see the need to make changes. It’s simply that you are focusing on the bottom line. Why change anything if you are already successful? As a safety professional, I get these comments constantly. “We haven’t had anyone get anything in their eyes, or anyone complain about air quality, so why should we spend the money if there is no risk?”

Leading culture change requires patience and persistence. Patience, because it takes time. Persistence because cultivating a culture change requires a robust daily effort. With an intentional, persistent,consistent effort, you can cultivate healthier habits and behaviors that, over time, lead to a thriving, sustainable culture. 

Let me share some cultural insights with you:

  • Culture is most important to a company. 10:1 to the vision
  • People Leaders determine the culture
  • People follow your example
  • Moral authority to what say and back it up with life
  • Culture is the personality of the company

So how do we successfully form a culture? A thriving culture is formed through these basic approaches :

  1. Behaviors
  2. Symbols
  3. Systems

Behaviors 

  • focuses on serving those who do the work.
  • Know “Who does What and Why.”
  • Show your Commitment – always under-promise and over-deliver (Exceed Expectations)

Symbols

  • Not about the corporate office; it’s about the field
  • Not bout your position title; it’s about your ability to build respect and trust
  • Not about the money you make or the car you drive; it’s about adding value to your team

Systems

  • Quit belching out the bologna and bring home the bacon.
  • Success is always in the active stage to building a sustainable culture

SO WHAT/NOW WHAT

As leaders, we don’t want to be viewed as a fool because we were not successful in changing the culture. By the way, many organizations fail in their attempt to change the culture. It’s as important to approach the change in a manner that fully engages the workforc3 and creates respect and trust. If people don’t trust you, you can’t add value, and you become the FOOL!

“Change is the law of life. And those who look to the past or present are certain to miss the future.”

JOHN F. KENNEDY

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.

AVOID LEADERSHIP FAILURES IN THE 2ND HALF

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“Success consists of going from failure to failure without loss of enthusiasm.”

Winston Churchill

It is the 2nd half of the Dallas Cowboys game vs. the New York Giants. We have just lost Dak Prescott to a season-ending injury in the 3rd quarter. Ezekiel Elliot just isn’t gaining the rushing yards that he is capable of achieving. There is a 75% chance the Cowboys will lose this game. 

As I think about the second half of this year, I reflect on the Cowboys game when Dak Prescott was injured. I asked myself, what things did I do to cause a fall back in my leadership? The areas I determined I had failed in include; 

  • Made poor decisions 
  • Spoke when I shouldn’t have
  • Didn’t change my bad habits

I could have made wiser decisions. I did not have to speak everything in my mind, and I didn’t change poor habits that probably contributed to my leadership fall. 

Leadership failure is like injuries within football. Injuries seem to occur more frequently in the later quarters. Why? I think the simplest explanation is the accumulation of fatigue and the excessive desire to win. 

In this continuing pandemic, leaders are experiencing failure in their professional and personal lives due to the abundance of fatigue and frustration. For example, you make a poor decision because you were frustrated and tired and didn’t consider the outcome. Or maybe you said something harsh in a moment of frustration, causing pain and frustration. 

The reality is that we can’t avoid making mistakes. No leader can do that. But if you recognize your failures and frustrations, you can make changes and improve your chances of success. 

So how do you do this?

LOOK FOR ALTERNATIVES

When Dak was injured, a long time Bengals QB and now Dak’s backup, Andy Dalton, came in and led a game-winning drive. A substitute brings in full energy and allows other players to rest or recover, allowing them to make changes and improve their performance when they return. 

RECOGNIZE SIGNS OF FATIGUE AND FRUSTRATION. 

There isn’t a written process to determine when you need to take a break. That decision depends on your awareness. If you feel frustrated or tired, then take time away from work and do the things you love to do. Maybe it is a hobby or travel (where it is safe and allowed) or simply chilling at the house and playing with the kids or taking your significant other out to dinner. Re-focus your thoughts and approaches, look for opportunities to improve your performance, and re-build relationships.

PLAY YOUR POSITION

Stick to your role. Some people run out of energy and get frustrated because they’re trying to do their job and someone else’s. It doesn’t work for an athlete to simultaneously play several positions, and it won’t work for you either.

USE YOUR TIME OFF THE FIELD WISELY

Grow yourself. By growing your leadership, you will have the ability to lead others effectively. Think about the players on the sideline, riding an exercise bike, or getting attention from a trainer? They’re not doing it because they have nothing better to do. They’re doing it so that they can get back in the game. 

Our behaviors determine our actions and our actions determine the outcome. Be proactive and make the changes to ensure you finish the year strong!

WHAT KIND OF SAFETY LEADER DOES YOUR ORGANIZATION NEED

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For every organization that employs people, the safety of the people is a critical part of organizational success.

Safety methods must be fully integrated into the entire organization, from finance down to daily operations. This ensures safety is always being considered regardless of the conversation being had or activities being considered. 

Being a leader in the current year has undoubtedly put a magnifying glass on this truth. With the number of job losses, the reduction of budgets, and the need to think differently, we have fallen into an unprecedented challenge for the safety of our people. However, we must realize that without workers, companies can’t succeed. So the need to ensure the safety of our workforce is critical.

In our efforts to ensure people’s safety, leaders must be effective influencers to establish or change expected behaviors. To be an effective influencer, leaders need to know what markers are critical to their success. 

What kind of safety leader does your company need? The answer to this question is; All leaders are safety leaders.

To send you in the right direction, I have identified four crucial markers of an effective safety leader.

BE PASSIONATE AND HAVE COMPELLING PURPOSE

Passionate leaders are fully engaged and committed to supporting the safety of their people. When you’re in the presence of a passionate leader, your senses become stimulated, and your emotions are increased as you pick up their positive, contagious attitude and energy. People who work for passionate leaders tend to exhibit very safe behaviors.

If you are not passionate about what you believe, what you do or the safety of your people, THEN DON’T LET THE DOOR HIT YOU ON THE WAY OUT!

However, as a passionate leader, you need a vision that drives people forward. Realize that everything you do matters! Great lives are produced when they’re committed to a great cause—and the most significant purpose is the safety and success of people.

BE CLEAR IN YOUR PERCEPTION

There are two types of thoughts: those who view the glass half-full, and those who see the glass as half-empty. This is called perception, and our perceptions profoundly impact how we view things. After all, our perception determines our reality. “Perception molds, shapes, and influences our experience of reality,” says Linda Humphreys, Ph.D. 

In other words, we believe what we perceive, and we create our realities based on those perceptions. 

“You must see past your perception to visualize the reality that is coming.” –

Denis Baker, CSP 

Anytime you attempt something, especially change, trouble and resistance will come your way. 

BE CONSISTENCY IN YOUR APPROACH

The term “consistency” is not referring o all leaders are the same. It merely means that whatever style, management techniques, or leadership traits you exhibit, you must implement them consistently. A leader must be predictable, as consistency and predictability are positive traits that provide respect and ultimately allows the influence of others. In most work environments, especially now, leaders are faced with a whirlwind of change, and the leader must provide stability in their leadership.

Inconsistent leaders sometimes require a lot of detail, and on other occasions, need little detail. Sometimes they want you to seek their approval, then later question why you brought the same approval request. That causes a lack of respect and decreases your influence. 

The bottom line is that people working for inconsistent leaders often spend unnecessary time wondering how to proceed or harboring resentment because they cannot predict what the leader wants. This substantially slows down the organization’s and reduces its effectiveness. 

“The lack of consistency results in the lack of safe behaviors, which results in more injuries.” –

Denis Baker, CSP

BE COURAGEOUS AND PERSISTENT

To tackle change, you can’t give up. You must keep doing what you feel is right, no matter what happens. Just because you show courage during difficult times doesn’t mean you’re not afraid. Courage is not the absence of fear. Courage is moving ahead despite your fear.

Persistence is one of the critical markers of an effective leader. To gain persistence requires determination and a mindset that — no matter what happens — you will stick to your principles. Persistence is equivalent to running a marathon. The time you spend training and preparing, and what you do leading up to the race will determine how well you perform. To effectively influence others, you have to work hard and continually find ways to motivate, build respect, and consistently stand your ground.

You became a leader for a reason; success in leadership comes from developing and perfecting courageous persistence. 

People’s safety rises and falls on your leadership.