A brief monologue about leadership and workplace culture that stresses building authentic, personal relationships with employees (learning about their families, motivations, and giving ownership) as a more effective route to improving safety and changing culture than surface-level incident investigations.
I got him the unspoken leader of the shop, and I got him his merchandise. So then he pushed that product. He pushed the mandate, because it was ownership that he had. And so I learned, oh, this is. This is about pulling people in, getting to know, genuinely know and genuinely care about the employees that are here. And if something's done unsafe, instead of doing an incident investigation, where it's getting the surface level details, really getting to know these employees, their families, how they were motivated, getting to know their spouse, their family, do they have kids, like, what motivates them, and speaking to them on that level, that moved mountains. Culture started to change when I was able to develop authentic relationships and show that I really cared about these employees.
