The Relationship Factor in Safety Leadership by Rosa Antonia Carrillo
Why do some managers, supervisors and executives consistently get better safety results? How can we turn a negative situation with employees into a new starting point? How can we improve on the national norm of 30% employee engagement? Rosa Antonia Carrillo answers these hard questions using the success stories of leaders.
Then she explains why it is difficult to maintain those qualities in the workplace. Physiologically human beings need a network of relationships to survive. When those relationships are negative or non-existent trust and communication diminishes. She distills this research and experience into eight beliefs about human nature. These are the foundation of Relationship Centered Leadership.
The Relationship Factor in Safety Leadership is highly readable. Carrillo delivers practical takeaways that give executives, managers and safety professionals compelling insights into how we can have more engaged employees and a safer work environment.
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Read this book to find out why these assertions affect your safety performance:
- For leaders building relationships is not optional. The quality of relationships in your organization is a root cause of your success or failure in safety performance.
- At the core of Relationship Centered Safety Leadershipare eight beliefs about human nature that are common to leaders who successfully communicate that safety is important while meeting business results.
- Relationships fuel what gets done in organizations.
- One of leadership’s most powerful influencing tools is one-to-one conversation.
- True communication takes place in conversation between people who are connected through relationship.
- An employee’s perceptions, choices and actions are influenced by what is expected of them by peers and people in power.
- You can ignore the effect that your beliefs about people have on safety performance, but that won’t stop the consequences.
- Filling people’s need for belonging and inclusion precludes engagement.
- People may notice the weak signals before a failure, but not speak up unless leaders have shown that they will listen and respond.
- Psychological safety is primarily created by the leader and those in power.