consentium-search

The Relational Capacity of a Complex System

Wed, 25 Feb 2026 16:05:05 GMT

Charles Tetteh, MBA, MEng

Health & Safety Leader @ TATA Chemicals | Safety Trainer | HOP Practitioner | MSHA Instructor | Driving Culture…

February 18, 2026

The Relational Capacity of a Complex System

Charles Tetteh, MBA, MEng

Health & Safety Leader @ TATA Chemicals | Safety Trainer | HOP Practitioner | MSHA Instructor | Driving Culture…

February 18, 2026

I was recently asked a question by a colleague in the industry that reflected a widely held but deeply limiting understanding of safety management. My colleague asked what I considered the most important part of my job as a safety leader. My answer was simple: creating, nurturing, and understanding relationships.

There was a brief silence. I could tell my response surprised him. He explained that, in his view, my role in safety should focus on ensuring compliance, identifying hazards, delivering training, and building barriers to prevent people from getting hurt. I wasn’t surprised by his perspective. It reflects a widely held but deeply limiting understanding of safety management, one that has done little to meaningfully reduce serious injuries and fatalities across industries.

Pause for a moment and consider the cause of the following incident, one that many industries can relate to:

A task that had been completed safely for years ended in a serious injury where an employee’s finger was badly lacerated. In the weeks leading up to the incident, a schedule change reduced preparation time, an equipment workaround, adopted in the name of efficiency, had become routine, a new worker was paired with someone unfamiliar with the task, and production pressure was high due to customer demand, creating a sense of urgency to complete the job.

So, the question is, what caused the incident? Was the schedule change, the normalization of the workaround, the pairing of inexperienced workers, or the final action that triggered the injury? Each explanation is plausible. Yet none, on its own, is sufficient.

The reality is, work as we now know is not a linear or simple endeavor; it is complex adaptive endeavor, shaped by multiple interacting influences. From a systems-thinking perspective, the incident did not result from a single broken control, but from the interaction of conditions that each made sense locally at the time. This is a defining feature of complex adaptive systems, where outcomes emerge from relationships and interactions rather than isolated components.

Ivan Pupulidy, PhD and Crista Vesel, MSc (2023) described this system as “made up of human agents that can process and make sense of information and have the capacity to modify their behavior based on knowledge they have and what they learn in the moment”. Unlike machines, humans in this system actively make sense of their environment and adjust accordingly. Workplace safety must therefore be understood within this context of this complexity. From this perspective, organizational performance and adverse events are shaped not by individual elements alone, but by the dynamic interactions among all the parts, processes, technology, environmental pressures, and people. In such a tightly coupled system, small changes in one area can propagate in unpredictable ways. For instance, the schedule change or a normalized workaround isn’t an isolated element; it affects every part of the process. Performance, then, becomes a function of the quality of relationships among system elements. Without nurturing and understanding those relationships, information ceases to flow. And without information, the system cannot be understood or effectively managed. The quality of our relationship from this perspective determines the quality of information we receive from this system.

Much like osmosis relies on the passive movement of water across a semipermeable membrane to maintain balance, information in our organizational complex systems must move freely across permeable boundaries driven by trust and shared understanding. When those boundaries close, often due to weakened, unhealthy relationships (mistrust), the system as described by Brené Brown in her groundbreaking book Strong Ground begins to atrophy. One of the earliest signs of this breakdown is underreporting, which ironically leads to one of the most dangerous outcomes: the organization develops a self-referential view of its own safety performance, mistaking silence for safety.

Returning to the earlier example, the question of fault ultimately misses the point. The schedule change, the workaround, and the. inexperienced pairing were not independent failures; they were signals of a system under pressure, adapting in ways that made sense to the people involved. As Deker (2014, p.134) noted, “systems are not static designs, they are dynamic processes, continually adapting to achieve goals in a changing environment”. What was missing was not another rule, barrier, or procedure, but relational capacity for the ability for information to flow freely, for concerns to be raised, assumptions to be challenged, and changes to be understood in relation to one another. The incident did not occur because people failed to follow the system; it occurred because the system failed to support people and relationships in making sense of and communicating changing conditions freely.

In a system with strong healthy relationships, the schedule adjustment would have triggered dialogue rather than silent compression of preparation time. The workaround would have surfaced as a shared concern to be understood instead of becoming normalized. The pairing of workers would have been recognized as a change requiring additional support and conversation. In this way, relationships function as the connecting tissue of the system, keeping information flowing, feedback loops open, and adaptive capacity intact.

This is the difference between managing safety as the prevention of failure and leading safety as the cultivation of system capacity grounded in relationships.

Source

Brown, B. (2025). Strong ground: The lessons of daring leadership, the tenacity of paradox, and the wisdom of the human spirit. Random House.

Dekker, S. (2014). The field guide to understanding human error (3rd ed.). CRC Press.

Pupulidy, I., & Vesel, C. (2023). Human & organization potential. Dynamic Inquiry LLC.

Charles Tetteh, MBA, MEng

Health & Safety Leader @ TATA Chemicals | Safety Trainer | HOP Practitioner | MSHA Instructor | Driving Culture Change, Training Excellence & Risk Reduction in High-Hazard Industries

The Best Teams Train Together at Safety Conference

Wed, 07 Jan 2026 20:07:08 GMT

Safety2026 | June 15-17 in Anaheim, CA

The Best Teams Train Together at Safety Conference

Strong teams don’t just work together, they grow together. Elevate your team’s expertise and camaraderie by combining safety training and team building at Safety 2026 . This premier event makes it easy and cost-effective to attend as a group.

Last year, more than 100 corporate groups took advantage of this incredible opportunity; now it’s your turn. Join them and thousands of safety professionals at the must-attend event of the year!

Groups attending Safety 2026 will enjoy:

Discounted registration — the more team members, the more you’ll save!

A dedicated ASSP account manager to assist you.

Additional savings when your team attends pre-conference courses .

Planned opportunities built into the schedule for teambuilding and reconnecting.

Learn More

Safety Team of One?

We've got you covered. In fact, Safety Conference and Expo is the ideal place to find your community and build a network of peers if you're the only safety pro in your company.

Connect with common interest groups (CIGs) and practice specialties.

Exchange ideas in key issue collaboration sessions and roundtable discussions.

Meet new connections at Monday night's social and networking event.

Register Now

About Safety 2026

For more than 60 years, the ASSP Professional Development Conference has been and will continue to be the direct reflection of what is taking place in the occupational, safety and health industry.

More Info

Schedule FAQ

Convince Your Boss

Contact ASSP

General Inquiries

+1(847) 699-2929

customerservice@assp.org

Group Sales

+1(847) 768-3469

akraft@assp.org

#Safety2026 | June 15-17 in Anaheim, CA

IHMM seeks ANAB/ANSI Accreditation for CSHM

Mon, 05 Jan 2026 20:29:59 GMT

IHMM is on the move!

IHMM Board Authorizes CSHM ANAB/ANSI Accreditation

The Institute of Hazardous Materials Management (IHMM) Board of Directors has taken a bold, forward-looking step—authorizing the pursuit of ANAB/ANSI accreditation for the Certified Safety and Health Manager (CSHM) credential. This milestone affirms IHMM’s unwavering commitment to excellence, rigor, and global credibility in safety and health leadership. ANAB/ANSI accreditation is the gold standard for professional certification, validating that the CSHM meets the highest benchmarks for competency, governance, and public trust. With this decision, IHMM is elevating the CSHM onto the world stage—confirming it as a truly world-class safety credential for today’s complex, high-stakes workplace environments.

Congratulations to the IHMM CSHM Scheme Committee , chaired by Steve Guillory, CSHM, for achieving this milestone of excellence. The committee rebuilt and released the new CSHM blueprint in 2022, and then the new CSHM examination in 2024.

By Eugene A. Guilford, Jr., CAE |January 5th, 2026

FREE Expo Hall Passes for NSC Congress and Expo in Denver

Tue, 12 Aug 2025 17:03:15 GMT

Fee Expo Hall Passes and Resume Review

CONSENTIUM SEARCH LLC is offering FREE Expo-Only passes for the 'NSC Safety Congress and Expo 2025' in Denver, CO, September 15-17, 2025. Our FREE Expo-Only passes are available for you, your family, friends and colleagues. These passes provide access to the Expo Hall across all 3 days of the Expo. Follow the ‘Register Now’ link below to register and obtain your FREE Expo-Only pass(es) for each person to attend. And, of course, while on the Expo floor, come by and visit us at Booth 922.

Consentium Search will also be providing FREE resume reviews for EHS professionals who would like the eyes and feedback of an experienced and expert EHS recruiter. To arrange for review, email Sarah Kaegee at sarahkaegee@consentiumsearch.com along with your resume and three available time slots during our review hours. Sarah will confirm availability and appointment time by return email.

Resume Review Schedule:

Monday, Sept 15, 9:45 am – 12:30 pm and 2:30 pm – 3:15 pm

Tuesday, Sept 16, 9:45 am – 3:15 pm

Wednesday, Sept 17, 9:45 am – 12:15 pm

Finally, our very own Director of Recruiting Operations, John McBride , will be speaking on Day 1, Monday, September 15, at 1:00 PM MDT, presenting Session #13, “Move from Manager to Leader: It’s How You Communicate”

We look forward to the opportunity at the 2025 NSC Safety Congress & Expo at the Denver Convention Center in Denver, CO, September 15-17.

EXPO Hours:

Monday, Sept 15, 9:30 am - 4:00 pm

Tuesday, Sept 16, 9:30 am - 4:00 pm

Wednesday, Sept 17, 9:30 am - 1:00 pm

Register Now ( Click on this link to register for FREE Expo Pass) OR copy/paste into your browser: https://www.xpressreg.net/register/NSCX0925/landing.php?sc=10052 then click “Attendee Registration” icon.

For more than 100 years, safety, health and environmental professionals have turned to the NSC Safety Congress & Expo for industry-leading technology, education, networking opportunities and the tried-and-true products and services needed to stay at the forefront and remain competitive within the industry. This "must attend" safety event brings together thousands of professionals and exhibiting companies from around the world. Whether you are a past attendee or a first timer you will find something new. It's a one-of-kind opportunity! If it has anything to do with safety, you'll see it here first.

Don't delay, register today! Click here to register as many people as you like for EXPO-Only pass. We look forward to seeing you in Denver! For more show information, visit www.congress.nsc.org

Safety Before the Fall

Mon, 04 Aug 2025 14:22:59 GMT

Live Webinar

Live Webinar ·

Safety Before the Fall

August 5, 2025

2:00 PM EDT

Register Now

LIVE ATTENDEES: Earn 0.1 IACET CEU*

Get a practical refresher on fall protection for both general industry and construction settings. You'll gain insights into essential safety principles, roles, and techniques, plus real-world examples that bring key concepts to life.

Highlights include:

The history of fall protection and why it matters today
The hierarchy of controls: elimination, engineering, and administrative strategies
Roles and responsibilities of a “competent person” vs. a “qualified person”
Do’s and don’ts for equipment use and fall prevention
How to calculate total fall distance accurately

Speaker:

Mark Hansen, CSP, PE, CPE, CPEA, CPSA

Senior Director, Risk Management

CoolSkey Energy Solutions

Sponsored By:

Register Now

Can't make the date? No problem! Register now and we'll send you a link to the recording after the live discussion.

*As an IACET Accredited Provider, BNP Media offers IACET CEUs for its learning events that comply with the ANSI/IACET Continuing Education and Training Standard. This course can be self-reported for contact hours to ABiH/BGC. Course may qualify for BCSP recertification points. This course may qualify to be self-reported to ICCP for professional development credits toward CBIP recertification. Live attendees who attend the webinar live for a minimum of 45 minutes will automatically receive CE credit and a certificate of completion. CEUs will not be offered for on-demand viewers.

FREE Expo-Only Pass registration(s) to ‘Safety25’.

Wed, 11 Jun 2025 15:02:11 GMT

FREE Expo-Only Pass registration(s) to ‘Safety25’.

CONSENTIUM SEARCH LLC will be exhibiting at ‘ Safety25 ’ in Orlando, FL, on July 22 – 24, 2025 , and would like to invite you and your colleagues / guests to receive FREE Expo-Only Pass registration(s) to ‘Safety25’. With these passes you will have access to the entire Expo Hall. And, of course, stop by and visit Consentium Search at Booth 1529!

Follow this link ( Free Expo Pass ) to register for free today to obtain your FREE Expo-Only registration to ‘Safety24’.

In addition, our Director of National Recruiting, John McBride, will be presenting Session 7075: EHS Leadership Skills: The C-Suite’s Point of View (PoV) and How to Effect Change on Thursday, July 24 at 1:15 PM. You will need a Full-Conference Registration to attend the session.

For more information and to stay informed as event details are announced, visit the show website .

We look forward to seeing you!

CONSENTIUM SEARCH LLC

Safety25
July 22 – 24, 2025
Orange County Convention Center
Orlando, FL

If the link for Free Expo pass does not work for you, copy and paste the following into your browser:

https://www.compusystems.com/servlet/ar?evt_uid=343&oi=AhBJyhIP4WjHoIiGjo9vog%3D%3D&company_code=IAC269

NSC Congress and Expo 2025 Registration is OPEN

Thu, 15 May 2025 20:41:57 GMT

Get it all. All in one place.

It’s time. Registration for the 2025 NSC Safety Congress & Expo, the nation’s largest annual gathering of safety professionals, is officially open.

Join us in Denver Sept 1 2 – 18* to network, build team bonds, see the latest safety innovations and more.

You can connect with senior safety professionals at thought-provoking educational opportunities.
Forge lasting bonds with your team and other safety professionals at numerous networking opportunities.
See 1,000+ exhibiting companies demonstrate the latest safety solutions so you can compare and secure new partnerships.
And attend advanced level education sessions to help improve your organization’s safety culture.

Don’t miss out on what the famous Big Blue Bear sees inside the Colorado Convention Center. Reserve your spot now to be at the 2025 NSC Safety Congress & Expo.

Save up to $250 by registering early!

Have a question? Contact us at congress.expo@nsc.org

*Sept. 12-14 and 17-18 – Professional Development Seminars – Pre-registration and additional fee required.

National Safety Council 1121 Spring Lake Dr Itasca, IL 60143-3201 US

8 Tips for Job Seekers

Thu, 13 Feb 2025 15:34:20 GMT

8 Tips for Job Seekers

Job search is a serious process requiring structure and discipline. These are essential. Set targets for # of calls per day, face-to-face zoom meetings, return emails and revise your targets upwards as you hit your stride. Get competitive with yourself. Have a pre-emptive, risk management mindset: minimize the risk of things NOT going your way.
Be open. Help comes from the places you least expect. Do not stay home, do not isolate.
Talk to everyone and I mean everyone: leave no stone unturned.
Talk to folks that you do not know well or are not sure if they like you or remember you. My most recent search took me over 1,200 outreaches via email, phone, zoom, facetime, calls and large events. My average hours spent per week were usually 45-60 hours over 6-7 days. Be flexible to everyone’s availability to make it happen. Be brave, go out on that limb, and assume it will be a better conversation than you expected and usually, you will be right. And don’t forget to say THANK YOU and mean it.
Make as many new friends as possible, ASK FOR HELP from as many people as possible. Rely on your new friends who are in the same job search boat. They will help you keep your perspective and stay positive. In my case, people had ideas I never could have come up with on my own. Help them help you by asking for what you need.
Ask everyone what worked and didn’t work. Revisit original advice givers as you refine your own approach. Consider creating or resurrecting your personal board of advisors.
Don't waste time being timid. Don't waste time, period. Be radically efficient.
Read anything Marshall Goldsmith, Never Eat Alone, 90-Day Plan book and Bring A Dead Mouse to shape your thinking and prep for interviews. Always have “dead mice” ready for the giving. Have several solid SOAR stories to show the different things you have handled and a specific 90-day plan ready for any interviews – this saved me.
PRACTICE BEING CAMERA READY. Get in as many 1-1s as possible especially via “Zoom” type platforms - many interviews are done this way, especially today with COVID related restrictions, and it is a great way practice for refining your SOAR stories and pitch to different audiences. Start every 1-1 with: “Just checking, can you see and hear me OK?”. I wasted half of an hour-long interview assuming the guy could see me. Avert those crises pre-emptively.
On interviews, be in listen mode. Get as much from what they say so that you can address concerns specifically.
Don't ever neglect your network.

All the best,

Keith Bogen, SPHR/SHRM-SCP/MS/MA

www.LinkedIn.com/in/KeithBogen

Chief Networking Officer - Whine & Dine Networking LLC

www.whineanddine.org

Create a Resume That Can’t Help but Be Noticed

Wed, 05 Feb 2025 19:52:36 GMT

Your Resume Is Your 30-Second Commercial

Create a Resume That Can’t Help but Be Noticed

As recruiters, we are often asked to review, write or otherwise critique resumes. We also read and screen several hundred resumes every week for the positions we are recruiting to fill. So, what is in a resume that catches our attention and makes us want to contact a prospect?

Headings

The first thing that will drive our recruiters to dismiss a resume is not being able to locate required information quickly. This is where clear Headings come in. The recruiters want to quickly see the education, certifications and work history without having to search for where it is on the document

Dates

Dates are very important when it comes to Work History. Recruiters need to see that you have the required years of experience, in the required industries. The dates should also be in a consistent format. You can use years (2015-2019), month and year (5/2015 - 11/2019 or May 2015 to Nov 2019) but DO NOT use different formats for different jobs

Relevancy

The information on the resume must be relevant to the job description for which the recruiter is seeking to fill. The specific information you choose to list either in a skills table or, preferably, in the body of information pertaining to each job you have worked where you used those skills. Customize each and every resume you submit to speak directly to the job description

Metrics / Accomplishments

Listing your duties and responsibilities for each job you have does not tell a recruiter how well you performed those duties and responsibilities. A resume that contains quantifiable accomplishments will stand out from the rest. For example, let us say you are an EHS Manger in a Manufacturing Facility. An accomplishment might be:

Implemented Safety Training program that resulted in a 30% drop in recurring injuries cutting workers’ comp expenses by 20%, or $180,000, over a two-year period.

How do you have the information needed for this kind of ever-changing resume?

That is actually an easy thing to do. We recommend everyone have a ‘living resume’ that is updated every time you achieve a new goal, metric or other change. This may result in you having a resume that is five or even 10 or more pages. Now this is not the resume you will send out anywhere, but it will provide you with all of the historical information you will need when you are applying for a specific position. We believe this is an important foundation since you may not remember what you did three, five or 10 years ago.

When it comes time to sending a resume out, you use that foundation document to create the customized one for the position you are seeking.

Twenty Lessons for Landing Your Next Job

Thu, 30 Jan 2025 15:04:23 GMT

Comments, suggestions and opinions regarding my search and being in transition

Terrance Seamon:

“Years ago, when my friend Peter Lutz landed in a new job, he took the time to write down his thoughts on what helped him to make it through a long and difficult search.

Like many experienced job seekers, Peter knew that his job was to find a job. And he pursued it with determination and optimism.

Following the landing, Peter sat down and wrote up his "lessons learned" and shared them with his network. He then gave me permission to reprint his points at my blog Here We Are. Now What?

I have edited them slightly from Peter's original email.

Twenty Lessons for Landing Your Next Job - by Peter Lutz

My sincere thanks to my friends and network contacts from The Breakfast Club and other networking groups. Your support and advice have been particularly helpful during this latest transition after I was downsized from my position.

I want to particularly thank those who took the time to offer suggestions for my search and who were very generous with their time. I also thank my wife and my family for their constant love and support.

This is the 3rd time since 2003 that I have been downsized and I am sure that it will not be the last time. As Marty Latman often says, your job is to always be looking for a job and to be networking so that when the downsizing happens, you are prepared for the search.

I spent alot of time over the past 8 years networking and I believe I barely scratched the surface of the network that I have built to identify opportunities and assist other jobseekers.

Here are a few of my comments, suggestions and opinions regarding my search and being in transition. Perhaps they might be helpful to you.

1. You must maintain a positive attitude.

2. You must maintain as regular a routine as possible - Remember that finding a job is your job right now.

3. Develop a spreadsheet with metrics to track your productivity - This is how I made sure I stayed on track.

4. Attend a minimum of 2 to 3 networking meetings and events per week.

5. Reach out to people and tell them You are looking.

6. Develop and distribute a list of target companies and industries that You are interested in.

7. Express gratitude.

8. Pray - I prayed and asked my family to pray for me.

9. Go to the gym - Try to get a good night's sleep...job search is hard work!

10. Have fun, as much as possible, and reward yourself for working hard at the job search.

11. Spend approximately 40-60 hours per week on job search and networking activities.

12. Avoid negative people and situations.

13. Avoid staying at home in front of the computer all the time.

14. Research companies that You are interested in.

15. Improve your resume using input and feedback from trusted network contacts.

16. Help recruiters whenever possible - It is important to remember that recruiters do not work for a jobseeker, rather they work for their clients. If a job was not a good fit for me, I attempted when possible to be a resource for the recruiter in finding other qualified candidates. Recruiters are like elephants: they have a good memory for a good resource (me) and by building good relationships with recruiters and helping other jobseekers, I attempted to help both groups.

17. Realize that getting an interview is a very positive development - Prepare diligently for the interview.

18. Follow-up, Follow-up, Follow-up. - There were occasions where a phone interview did not happen when scheduled. I would follow up with the recruiter or hiring manager and attempt to reschedule the interview.

19. Remain flexible.

20. Remind yourself that "this too shall pass." - Job loss is just another storm that I knew I would survive. Everyone will eventually land.

I believe that you can shorten the time in search if you work hard at it every single day and remain positive, focused and determined. I wish everyone success. I will remain involved in networking as much as possible. If I can assist anyone with advice, information, referrals or Business Analyst specific knowledge, please let me know. Lastly, please connect with me on Linkedin if we are not already connected.

Best regards, Peter Lutz

**************************

Terrance:

“Wisdom, it has been said, is knowing what to do next. Now you know. What will you do next?

Thank you, Peter, for taking the time to share what worked. If other job hunters would adopt your twenty points, their searches would be much more productive.

The above blog post was originally published in 2011 at my blog Here We Are. Now What?”

About the author:

Terrence Seamon helps job hunters and career changers to find their way by capitalizing on lessons learned.

content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

https://www.linkedin.com/in/terrence-seamon/

Challenging the Myth of Individual Responsibility in Safety

Wed, 22 Jan 2025 18:07:16 GMT

Challenging the Myth of Individual Responsibility in Safety

This article challenges the prevailing focus on individual responsibility and physical hazards in safety, arguing that it hinders effective prevention. It then delves into why it's so hard to acknowledge the limits of individual agency in the face of powerful social forces. Can we ever truly define individual responsibility within the pervasive influence of social systems in safety? This article explores this complex dynamic, offering insights for creating safer work places through a human-centered approach to Health and Safety.

The individualistic approach and its focus on the physical

The terms "accidents are the result of human error" and "safety is a personal responsibility" stem from an individualistic worldview. This perspective often coincides with the belief that investigating social and psychological factors detracts attention from the physical hazards most likely to cause significant injuries and fatalities. This mindset prioritizes visible evidence, like individual behaviors and physical hazards, while devaluing the intangible underlying social and systemic factors. While this focus on the tangible and measurable simplifies safety management, it can deflect responsibility from deeper organizational issues, such as financial conflicts or power dynamics.

Finding the balance between individual and collective responsibility

I have challenged the myth of personal responsibility in safety realizing that agency is one of our most prized and valued traits or abilities as humans. Instead, I painted a picture of people as individuals connected within social circles. The circles can form within a school, church, company or profession. There are larger circles for socio economics, gender, physical abilities or appearance, education level, race, sexual preferences, and more. Most of us are in multiple circles because we move in and out of different settings. Few people are alone because we are neurologically designed to be in relationship. It is part of the human survival strategy. Sociologists and psychologists use the term social systems to describe them.

Social systems are the interconnected arrangements of structures, relationships, and norms that shape individual behavior and collective outcomes. They are the invisible forces that influence how we think, feel, and act within our communities and organizations.

So, in challenging the myth of personal responsibility in safety, the suggestion is that safety decisions about risk are made within a social system framework. They are not autonomous decisions. This puts the whole accountability system in danger. The immediate response is that blaming the system risks oversimplification. Surely individuals can add to or detract from the success of the enterprise.

People are willing and able to contribute to the success of the enterprise, but not on their own

There are entire books written with examples of leaders whose teams produced extraordinary results. One that comes to mind is Art Kleiner’s, The Age of Heretics (2008) [1] . The author documents the success stories of companies that believed in people and treated them as willing partners. Sadly, the stories are few. Even worse, when new management/ owners arrived they decided to save money by cutting out conversations and team meetings. Unfortunately that was where the magic happened.

So that is an example of how personal responsibility for safety becomes a myth. When people are routinely denied the resources and authority to enable safety there cannot be any individual agency to balance the power coming from above. But that doesn’t settle the matter about the how much power we have as individuals.

I am going to paraphrase my friend Ron Gantt here. One of the challenges we have, is that social systems, norms and other environmental factors have a profound influence on what we do. However that isn’t the way we experience life. We feel we are making choices and decisions and we extend that to others. So, how can individuals not be responsible for their actions?

Ron goes on to suggest that “…if we can find a way to frame the situation differently, in a way that coincides with experience I think we can make inroads.”

How to resolve this conundrum? Seeing personal responsibility in safety is a myth does not mean that individual responsibility is nonexistent. It means that the way it has been applied as a solution to accident prevention is a myth. The truth about human potential is that it expands in a learning environment where inclusiveness, and appreciation abide. It is a physical law that when a spark, fuel and oxygen come together they create fire. When human agency, belonging and challenging opportunities come together, they can spark exceptional results. These are natural laws. We can’t explain why they happens, but they are immutable.

Navigating the Path of Least Resistance:

Upbringing and experience may encourage individuals to stay true to their values and beliefs, even when faced with pressure to conform. This requires courage, self-awareness, and a willingness to challenge the status quo.

In essence, balancing individual responsibility and social constraints requires:

· Self-awareness: Understanding your own values, beliefs, and motivations.

· Acceptance: Accepting and valuing the differences of others.

· Courage: Being willing to challenge the status quo and step off the path of least resistance when necessary.

· Openness: Being open to learning and growing through opposition and challenges.

Do employers really want to unleash this potential?

While qualities like self-awareness, acceptance, courage, and openness are valuable, they can threaten organizational control. Individuality and critical thinking can lead to employees challenging established practices and resisting conformity, potentially disrupting hierarchical systems. Leaders might resist this if they prioritize stability over innovation.

An example

Google became a lauded example of psychological safety when they published their findings that their top performing teams felt safe from ridicule. Not long after its publication, Google employees felt empowered to speak out against working with clients in the weapons sector. Consequently, 28 employees were fired and the company stopped making management decisions public.

Google's experience with employee activism highlights why organizations may intentionally or unintentionally discourage the development of qualities that could empower employees to challenge unsafe practices or advocate for change. By punishing those employees a strong message was sent that there are systems that may not prioritize worker well-being.

Moving Forward:

What does this mean to someone in an advisor role?

You have influence and power to improve the lives of those around you by providing what people most desire: to be seen and heard. If you're thinking of moving into the role of change agent, then you have begun to step off the path of least resistance. This is not a one-time event but an ongoing process, as many of our biases are unconscious and invisible to us.

The beliefs and values that guide our behavior are often inherited from parents, teachers, or respected managers. Those with a more curious spirit may question these inherited beliefs and develop their own understanding of why things work the way they do. Since much of this happens unconsciously, choosing to step off the path of least resistance requires inner work. There is no easy way to hop off until we know:

What path am I on?
How did I end up here?
Do I want to start on a new path?

Then, we can take the advice of an experienced path seeker:

"If we know exactly where we're going, exactly how to get there, and exactly what we'll see along the way, we won't learn anything." — Scott Peck

While OHS advisors may not be able to single-handedly change organizational systems, they can take proactive steps to increase their influence and advocate for worker well-being. Here are some strategies to consider:

• Don't stay on a job where you are not respected and valued.

• Build Relationships: Develop strong relationships with key stakeholders, including managers, supervisors, and employees. This can help create a network of support and increase their influence within the organization.

• Communicate Effectively: Develop strong communication skills, including active listening, empathy, and assertiveness. This can help them effectively convey their concerns and advocate for change.

• Educate and Advocate: Educate leaders and managers about the importance of addressing the benefits of a human-centered approach to safety. Advocate for policies and practices that support worker well-being.

• Develop Expertise: Continuously develop knowledge and skills in areas related to social psychology, culture, and interpersonal communication. This will enhance their credibility and enable them to provide valuable insights and recommendations.

• Self-Reflection and Seeking Support: Build a strong support network of colleagues, mentors, and other professionals to share experiences, gain advice, and navigate challenges.

• Practice Self-Care: Prioritize your own well-being by practicing self-care strategies, such as mindfulness, stress management techniques, and seeking support when needed.

These strategies can provide support for advocates of human-centered H&S. However, it's crucial to recognize that these efforts often require navigating a complex social landscape where loneliness or rejection are common. If that is the case, you may decide to seek a different position.

[1] Kleiner, A. (2008). The age of heretics: A history of radical thinkers that reinvented corporate management. Jossey-Bass

About the author:

Rosa Antonia Carrillo, MSOD is an author and leadership and culture expert with an emphasis in environment. Her new book, The Relationship Factor in Safety Leadership, published by Routledge has been called required reading to understand the foundations of "safety culture" by Edgar Schein.

Her ground breaking articles on relationship centered leadership, safety culture, mindful conversations, trust and open communication have gained the attention of of leaders world-wide. In recognition of her contributions, the Safety Institute of Australia invited her as the Wigglesworth Memorial Lecturer in 2015.

https://www.linkedin.com/in/rosaantoniacarrillo/

Is Industrial Hygiene Disappearing or Merely Changing?

Fri, 17 Jan 2025 15:04:22 GMT

Reflections on predictions from 25 years ago

Twenty-five years ago, to mark the beginning of a new century, I wrote an article for ISHN called “Is industrial hygiene as you know it disappearing?” Consider this column the 25th anniversary sequel. The answer is yes, industrial hygiene is disappearing — as a term not as the traditional practice.

The term “industrial hygiene” (IH) has disappeared from many job titles and company departments, replaced by “occupational hygiene” in many cases, or “environmental health.” Today in most countries around the world the profession is known as “occupational hygiene.”

“The name (industrial hygiene) itself is not intuitive to people as to what we do,” says Nicole Greeson, president of the American Industrial Hygiene Association, which is now publicly known by its acronym AIHA. Greeson is director of the occupational hygiene and safety division at Duke University Health System.,

“I refer to myself as an ‘environmental health exposure assessment and control expert’,” says Mark Katchen, CIH. His career arc traces the evolution of the IH profession. He started as the principal industrial hygienist for a major energy company, acted as corporate director of health and safety for a major EHS consulting firm, and for 30+ years has been the founding managing director of The Phylmar Group®, a consulting, training and networking forum consultancy.

Rebranding campaign

The American Industrial Hygiene Association went through a multi-year rebranding exercise with assistance from a Chicago-based branding consulting firm, says Larry Sloan, AIHA’s CEO since 2016. “We held focus groups around the country, and everybody realized that the words ‘industrial’ and ‘hygiene’ are really limiting,” he says.

The association’s name hasn’t officially changed. Its website now describes AIHA as “the association for scientists and professionals committed to preserving and ensuring occupational and environmental health and safety (OEHS) in the workplace and community.” Absent are the words “industrial” and “hygiene.” A new AIHA logo is followed by the tagline,“Healthier workplaces, a healthier world.”

AIHA’s move is part of a larger pivot. A number of academic IH programs have been renamed as “occupational health,”“environmental health” or “occupational environmental health,” says Sloan.

“The trend in my field has definitely been toward identifying as occupational hygienists,” says Janet Keyes, CIH. The University of Minnesota program (where she received her degree) recently changed its name to occupational hygiene.

Confronting misconceptions

AIHA’s website includes a YouTube video, “The misconception that people have about industrial hygienists is that we’re glorified janitors.” It speaks to the identity confusion that has bedeviled the profession long before the article I wrote in 2000.“The term ‘hygiene’ may evoke thoughts of cleanliness or sanitation,” says Katchen. “This can lead to the misconception that industrial hygienists only deal with surface-level cleanliness, when in fact the field is highly technical and scientific, focusing on the identification, evaluation and control of environmental hazards.”

The second typical misconception: “You think of the word ‘hygienist, you think of a dental hygienist,” says Sloan. “I joke thatthe dental profession has a lock on the word ‘hygienist’.”

A broader role

A major factor behind the strict, narrow definition of industrial hygiene becoming less and less relevant is the evolution of the field into a broader professional model – beyond industrial workplaces and beyond traditional practices. “The modern role of an industrial hygienist is far more comprehensive than the name implies, encompassing a wide range of EHS concerns,” says Katchen. The role is now often multi-disciplinary, including broader environmental concerns, chemical management, ergonomics, heat illness prevention, infectious agents, indoor air quality, weather events, climate change, radiation, PFAS, wellness, mental health and total worker health.

“For many years now EHS professionals have been aiming to ‘send people home the same way they arrived.’ This is no longerenough to maintain and improve health and environment. We need to strive to ‘send people home better than they arrived,’says Petya Georgieva, a regional EHS manager for a major battery manufacturer.

Still alive and well

Don’t let name changes and wearing multiple hats confuse you. The classic practice of industrial hygiene is very much aliveand well. About one-third of AIHA’s approximately 8,500 members are consultants. Many are brought into companies to solveexposure problems using the fundamentals of anticipation, recognition, evaluation, control and confirmation of controlstrategies in the workplace. For example, companies with no in-house IH staff will call in a consultant when needed.Professionals carrying the Certified Industrial Hygienist (CIH) credential are more apt to practicing what might be called“legacy industrial hygiene.”

Fewer professionals today practice strict industrial hygiene because companies have been reducing EHS headcount for decades, again long before the ISHN article of 2000. “There is a reduction in the number of industrial hygienists that are being directly employed by industry,” says Sloan. “More companies these days are employing EHS generalists.”

“If you’re a publicly traded company trying to improve the bottom line, if you can get one person to be able to do three jobs, that’s much more efficient,” says one professional.

“The days of someone being strictly an industrial hygienist or strictly a safety professional are behind us. You need to be asubject matter expert in multiple fields,” says Tony Schwegmann, CIH, CSP, senior EHS regional manager for a nationalconsulting firm.

“A signi fi cant need”

Industrial hygiene in 2024 is more interconnected than ever with holistic occupational and environmental health and safety programming, a collaboration that became much tighter during the Covid pandemic years. All professionals interviewed for a significant need for what we do,” says AIHA President Greeson.

Demand will grow as artificial intelligence produces reams of exposure-related Big Data requiring interpretation and analysis; industries such as biotechnology and nanotechnology expand; and issues such as sustainability, climate change, robotics and total worker health all increase demand for IH-related technical and communication skills. And there will still be a need for core IH practices of air quality monitoring, noise level assessments and chemical exposure management.

Industrial hygiene has not disappeared, it’s the name that you’ve known that has become increasingly outdated in the past 25years

Dave Johnson was chief editor of ISHN from 1980 until early 2020. He uses his decades of expertise to write on hot topicsand current events in the world of safety. He also writes and edits at Dave Johnson’s Writing Shop LLC and is editor-at-largefor ISHN. Find him at https://www.facebook.com/Dave-Johnsons-Writing-Shop-101316571547263/, and on LinkedIn athttps://www.linkedin.com/in/daveljohnsoneditor/.

Why get a Safety / EHS Certification

Tue, 08 Oct 2024 13:43:57 GMT

Safety Certifications to consider

In addition to whatever level of education you have achieved, as a Safety Professional, one should always consider adding one or more certifications to your portfolio of credentials. You may ask, “Why would I need a certification if I have ‘X’ number of years of experience or I have my bachelor’s or master’s degree?” There are at least three solid responses to this. First, the certification process guarantees you have been tested by an independent body to ensure you have the body of knowledge for your profession. This in no way implies you are better or not than any other safety professional, but it does provide a security blanket to the hiring decision makers that they have a knowledgeable person. Second, in order to maintain your certifications, you need some sort of Continuing Education Units (CEUs), gathered in a predetermined time period. This tells your hiring manager that you continue to learn and remain current with your knowledge as opposed to a degree earned five, 10 or 20 years ago. Third, the American Society of Safety Professionals (ASSP) has researched and determined that professionals with a certification earn substantially more money than those with similar education and experience and no certifications.

So which certifications should one consider?

It almost goes without saying that the Certified Safety Professional (CSP) certification, through the Board of Certified Safety Professional (BCSP), is the most widely recognized, and considered by many to be the gold standard, certification, especially to non-safety professionals. However, there are many others that may be specifically relevant to your career and experience. Here are some of the nationally recognized certification authorities:

Board of Certified Safety Professionals (BCSP) WWW.BCSP.ORG

COSS https://cosstraining.org/

National Association of Safety Professionals (NASP) www.NASP.org

American National Standards Institute (ANSI)

Board for Global EHS Credentialing www.gobgc.org (formerly AIHA)

EHS / Safety Leadership Resources

Thu, 12 Sep 2024 18:10:38 GMT

Leadership Resources

Safety & Health Magazine article search for Leadership: https://www.safetyandhealthmagazine.com/search?q=leadership

Professional Safety Journal Magazine article search for Leadership: https://www.assp.org/publications/professional-safety Safety

Leadership: The leadership advantage: Key skills for operational excellence , S&H, August 25, 2024

The Power of Relationships , PSJ, March 2022: https://www.assp.org/news-and-articles/the-power-of-relationships

Employing Soft Skills to Drive Change , PSJ, December 2021: https://mydigitalpublication.com/publication/?m=17910&i=729623&p=16&ver=html5

Bridging Safety Leadership, Part 1 , PSJ, September 2021: https://mydigitalpublication.com/publication/?m=17910&i=719230&p=20&ver=html5

Bridging Safety Leadership, Part 2 , PSJ, October 2021: https://mydigitalpublication.com/publication/?m=17910&i=723202&p=22&ver=html5

10 Tips to Increase Your ‘Speaker Likeability’, Safety & Health Magazine , June 2021: https://www.safetyandhealthmagazine.com/articles/21224-all-about-you-10-tips-to-increase-your-speaker-likability

Words Matter, How Safety Talk Can Stifle Engagement , PSJ, June 2021: https://mydigitalpublication.com/publication/?m=17910&i=709300&p=60&ver=html5

How to Actually Change Actions , PSJ, October 2020: https://mydigitalpublication.com/publication/?m=17910&i=675736&p=20&ver=html5

The Safety Warrior’s Way , PSJ, October 2020: https://mydigitalpublication.com/publication/?m=17910&i=675736&p=64&ver=html5

Mindful Leadership, A strategy for Achieving Significant Change , PSJ, September 2020: https://mydigitalpublication.com/publication/?m=17910&i=671834&p=18&ver=html5

Energize Safety Through Quantum Leadership, PSJ, September 2017: https://mydigitalpublication.com/publication/?m=17910&i=433543&p=32&ver=html5

Tips for Effective Communication with Frontline Supervisors , National Safety Council, June, 2017: https://ehsdailyadvisor.blr.com/2017/06/safety-2017-leadership-tips-frontline-supervisors/

Leadership and Change

Wed, 04 Sep 2024 13:55:35 GMT

Here We Are. Now What?

Terrence "Terry" Seamon's weekly newsletter about career transition, leadership, and success

Read this article on LinkedIn to join the conversation

“Think of managing change as an adventure. It tests your skills and abilities. It brings forth talent that may have been dormant. Change is also a training ground for leadership. When we think of leaders, we remember times of change, innovation and conflict. Leadership is often about shaping a new way of life. To do that, you must advance change, take risks and accept responsibility for making change happen.” ~ Charles E Rice.

The late master of organizational change Roland Sullivan once wrote in a note to me, "The leaders that have a successful way to transform their organizations will win the game."

Many organizations are looking to improve, and some even want to transform themselves into a high performance organization. Who better to help with this than someone who is a living, breathing veteran of transformation and change?

Change is a difficult thing for many of us. Change expert William Bridges taught us about the distinction between change and transition. He once said: "So many change initiatives seem to cost too much, take too long, and fail to meet their objectives because they do only half the job. They are change-heavy and transition-light. Change and transition are different, and both are necessary for any significant change to work."

The late leadership expert Warren Bennis once defined leadership as the capacity to turn vision into reality.

Leading therefore is essentially about change. About making change happen.

If I were to drill in and identify three of the leader...

To continue reading this on LinkedIn, click here

Why Is Trust Important in Leadership?

Tue, 27 Aug 2024 14:52:15 GMT

Why Is Trust Important in Leadership?

08/22/2024/ Andy Botwin

Building Trust Within Your Team: The Cornerstone of High-Performance Leadership

Trust is the bedrock of any successful team. For leaders aiming to inspire, motivate, and drive exceptional performance, understanding how to cultivate and maintain trust is crucial. This applies to all organizations, from the military to volunteers, to for-profit and not-for-profit organizations alike. In today’s fast-paced business environment, trust isn’t just a nice-to-have; it’s a fundamental pillar that dramatically impacts an organization’s effectiveness and resilience. In fact, leadership trust is the highest-ranked motivator of employee engagement, with 77% of employees citing it as the most important factor, surpassing even organizational culture (73%) and opportunities for career growth (66%).

As an executive coach, I have guided leaders in embedding trust within their teams, creating a foundation for sustainable success. In this article, we explore the vital role trust plays in leadership and offer actionable strategies to help you foster trust within your team.

The Essence of Trust in the Workplace

Trust is the glue that binds individuals within an organization, creating a sense of safety and belonging. It goes beyond simply believing in someone’s ability; it involves confidence in their character and intentions. In modern workplaces, where collaboration and innovation are key, trust forms the foundation for meaningful relationships and effective teamwork. When employees feel trusted, they are more likely to take initiative, share ideas, and commit fully to their roles.

Leadership as the Foundation of Trust

Leaders play a pivotal role in establishing and nurturing trust within their teams. But how do leaders turn trust into tangible results? Consider these scenarios:

“The Turnaround”: What would happen if a disengaged and underperforming team were given the tools to rebuild trust? Imagine the impact of targeted trust-building initiatives that transform such a team into a cohesive, high-performing unit. How can a leader spark this transformation within their own organization?
“The Innovation Catalyst”: How might prioritizing trust and empowerment unlock your team’s creative potential? Picture a leader who makes trust a cornerstone of their leadership approach, leading to a surge in innovation and breakthrough ideas. What steps could you take to cultivate a similar environment of trust and creativity?
“The Conflict Resolution” : What strategies would help a team mired in conflict rebuild trust and collaboration? Consider the power of executive coaching combined with trust-building strategies that help a team overcome internal divisions. How can you apply these strategies to resolve conflicts and strengthen trust within your team?

These scenarios illustrate how trust is not just a leadership ideal but a practical tool that drives performance, innovation, and collaboration. By asking yourself these questions, you may begin to explore the potential of trust within your own leadership and how it can be a catalyst for significant change.

Building Blocks of Trustworthy Leadership

Trust is not just an abstract concept; it’s cultivated through deliberate actions and behaviors that align with core principles. Strategy People Culture’s C.A.R.E.™ Tenets—Conviction, Adaptability & Accountability, Realness, and Enthusiasm—serve as guiding pillars for leaders to build and sustain trust within their teams. By integrating these tenets with the building blocks of trustworthy leadership, leaders can create a supportive and thriving work environment that fosters collaboration, growth, and success. Below are a few of these more well-known actions and behaviors:

Authenticity: True leadership begins with being genuine. Authentic leaders connect with their teams on a deeper level by being true to their values and transparent in their intentions.
Transparency: Openness and clarity are vital for cultivating trust. By embracing transparency, leaders create an environment where trust can grow, allowing for verification and scrutiny to ensure that trust is earned and maintained.
Communication: The foundation of trust lies in effective communication . By fostering clear and open dialogue, leaders ensure that their teams are aligned and understand the collective goals.
Integrity: Trust is solidified when leaders consistently follow through on their promises. Integrity means aligning actions with words and reinforcing team members’ trust in their leader.
Competence: Demonstrating expertise and skill builds confidence among team members. When leaders showcase their competence, they reassure the team that their decisions are well-informed and sound.
Consistency: Predictable actions and decisions foster a stable and trusting environment. Consistency in leadership helps build a reliable framework within which teams can operate.
Empathy: Understanding and sharing the emotions of team members is key to creating a supportive atmosphere . Leaders who show empathy build trust by recognizing and addressing their employees’ needs and feelings.
Decision-making: Timely and fair decisions demonstrate a leader’s commitment to the well-being of both the team and the organization. Thoughtful decision-making builds trust by showing that leaders value their people and the success of the group.
Accountability: Taking responsibility for outcomes and being open to scrutiny shows a leader’s commitment to integrity and continuous improvement. Accountability reinforces trust by ensuring that leaders are answerable for their actions.
Vision: A clear and shared vision aligns the team toward common goals, fostering collective trust. By articulating a path forward, leaders help their teams see the bigger picture and work together in pursuit of shared success.

These building blocks of trustworthy leadership, when practiced in alignment with the C.A.R.E.™ Tenets, create a robust framework for leading with purpose, integrity, and respect while inspiring your team to achieve collective success.

Practices That Promote Trust in Leaders

Leading by Example: Demonstrate the behaviors you wish to see in others, setting a positive standard for the team.
Engaging Employees: Involve employees in decision-making to show that their opinions are valued.
Acting Ethically: Uphold strong moral principles to build trust through consistency and fairness.
Building Teams: Foster collaboration and create a sense of belonging within the team.
Empowering Others: Encourage autonomy while providing the necessary support to succeed.
Inspiring Confidence: Communicate a clear and compelling vision that motivates and reassures your team.
Serving Others: Prioritize the needs of employees and the organization to build trust through selfless leadership.
Showing Appreciation: Regularly recognize and value the contributions of your team members.
Building Relationships: Cultivate positive connections within and outside the team to strengthen trust.
Sharing Common Goals: Align your team around shared values and objectives to reinforce a sense of unity and trust.

How to Apply Trust-Building Strategies in Leadership

These real-world examples show how leaders who prioritize trust can overcome challenges and drive remarkable outcomes. Let’s explore how these scenarios unfolded and consider practical steps you can take to achieve similar results.

The Turnaround: In this case, a client faced a disengaged and underperforming team. Through trust-building initiatives like open forums for feedback and regular check-ins, the team was gradually transformed into a cohesive and high-performing unit.

Action steps to consider: Start by conducting a survey to gauge current levels of trust and engagement within your team. Follow this with regular, structured team meetings focused on transparency and shared goals. Really important to consider before asking for feedback is to do a self-assessment on your and the organization’s readiness to listen and address the feedback.

Example activities: Implement “pulse check” surveys to gather ongoing feedback and hold monthly trust-building workshops to address specific concerns and develop stronger team bonds.

The Innovation Catalyst: A leader who made trust and empowerment a priority saw a remarkable increase in innovation and creative output within their team. By fostering an environment where team members felt safe to share ideas and take risks, the leader unlocked the team’s creative potential .

Action steps to consider: Encourage a culture of experimentation by rewarding innovative ideas and supporting calculated risks.

Example activities: Create an “innovation incubator” where team members can pitch and develop ideas without fear of failure. Regularly celebrate creative successes, no matter how small, to build confidence and trust.

The Conflict Resolution: In this scenario, a team struggling with internal conflict and mistrust was able to rebuild relationships and enhance collaboration through targeted trust-building strategies. Executive coaching played a key role in helping the team identify and address underlying issues, leading to a more harmonious and productive environment.

Action steps to consider: An executive coach will create a program to engage and facilitate conflict resolution and trust-building sessions. The focus is on identifying the root causes of conflicts and developing a shared vision moving forward.

Example activities: Conduct “trust circles” where team members can openly discuss issues in a safe, mediated environment. Establish a conflict resolution framework that encourages constructive dialogue and mutual respect.

Each of these examples underscores the transformative power of trust in leadership. By implementing similar strategies, you can drive significant improvements in team performance, creativity, and collaboration.

Implementing Trust-Building Strategies in Your Organization

Gather Feedback: Use surveys or interviews to gauge employees’ perceptions of trust within your organization.
Observe Team Dynamics: Watch how your team members interact, looking for signs of trust or mistrust.
Identify Areas for Improvement: Pinpoint specific areas where trust is lacking or could be strengthened.
Set Clear Expectations: Communicate the importance of trust, accountability, and the role of verification in maintaining a trusting environment.
Lead by Example: Model honesty, transparency, and respect to set a standard for your team.
Encourage Open Communication: Create a safe space for sharing ideas and concerns without fear of reprisal.
Empower Your Team: Delegate responsibility while ensuring systems are in place to verify progress and outcomes.
Recognize and Appreciate Contributions: Celebrate individual and team successes to reinforce a culture of trust.
Address Conflicts Constructively: Handle disagreements promptly and fairly, focusing on solutions rather than blame.

Sustaining Trust in Leadership

Maintaining trust within a team isn’t a one-time effort or a product of organizational effort as described in some of the concepts above; it’s an ongoing process that requires consistent attention and care. As a leader, it’s essential to recognize that trust can be fragile, especially when faced with challenges or setbacks. To sustain trust, leaders must uphold mutual accountability and ensure that their actions consistently align with the organization’s values. This means not just talking the talk but also walking the walk—showing through your actions that trust and integrity are non-negotiable principles. One of the most difficult leadership behaviors a leader has is to routinely and honestly look inwardly at themselves, challenge their own behaviors and thought processes, and explore other possibilities on how they themselves can better create trust and advance the organization.

When trust is tested, whether by internal conflicts, external pressures, or mistakes, it’s crucial to have a strategy in place to restore it. Open communication and transparency become even more vital in these moments. By addressing issues head-on, acknowledging missteps, and taking corrective actions, leaders can demonstrate their commitment to rebuilding and maintaining trust. This approach not only mends any rifts but also strengthens the team’s resilience .

Building trust is not a one-off task; it’s a continuous cycle of effort and learning. As your organization evolves, so too should your strategies for nurturing trust. Regularly revisiting and refining your approach ensures that trust remains a cornerstone of your leadership and organizational culture, even in the face of inevitable challenges.

Conclusion

Trust is the cornerstone of high-performance leadership, driving engagement, collaboration, and success. Leaders who prioritize trust create environments where teams thrive, innovation flourishes, and results are achieved. As you continue your leadership journey, remember that trust is not a one-time achievement but an ongoing commitment. By investing in trust-building, you lay the foundation for sustained success and a thriving organizational culture.

Ready to build a high-trust, high-performing team? Partner with Strategy People Culture today! Through our executive coaching programs , we equip leaders with the tools and strategies to cultivate trust, enhance collaboration, and achieve extraordinary results. Contact us today for a complimentary consultation.

Posted in Executive Coaching

Andy Botwin

Andy is a seasoned executive & leadership coach, independent workplace investigator, and trainer with more than 25 years of experience working with companies across various levels. He was Chief Human Resources Officer for a 1500+ person professional services firm and a Principal & Chief Human Resources Officer for a top national professional services firm where he drove culture change in the organization culminating in recognition on Fortune Magazine’s prestigious 100 Great Places to Work in America.

CONSENTIUM SEARCH LLC invites you to the NSC Congress & Expo 2024

Wed, 14 Aug 2024 15:03:21 GMT

FREE Expo-Only Pass! / Free Resume review in our booth! / John McBride Presenting Session #67

CONSENTIUM SEARCH LLC is exhibiting at the NSC Congress & Expo 2024 in Orlando, FL, on September 16-18, 2024, and we would like to invite you to visit us at Booth 1334 for FREE! Follow the link at the bottom of this page to obtain your FREE Expo-Only registrations for you, your family and/or your colleagues.

In addition, we will be providing FREE resume reviews for EHS professionals who would like the eyes and feedback of an experienced EHS knowledgeable recruiter.

Finally, our very own Director of Recruiting Operations, John McBride will be speaking on Tuesday, September 17 at 1:00 PM, presenting Session #67, Perception and Communication: The Keys to Unlocking Leadership

We look forward to the opportunity at the 2024 NSC Safety Congress & Expo at the Orange County Convention Center in Orlando, FL, September 16-18.

This FREE pass allows you access to the Expo floor, for 3-days, during the following times:

Expo Open
September 16 9:30 a.m. - 4:00 p.m.
September 17 9:30 a.m. - 4:00 p.m.
September 18 9:30 a.m. - 1:00 p.m.

For more than 100 years, safety, health and environmental professionals have turned to the NSC Safety Congress & Expo for industry-leading technology, education, networking opportunities and the tried and true products and services needed to stay at the forefront and remain competitive within the industry. This "must attend" safety event, brings together thousands of professionals and exhibiting companies from around the world. Whether you are a past attendee or a first-timer you'll find something new.

It's a one-of-kind opportunity! If it has anything to do with safety, you'll see it here first.

Don't delay register today! Click here to register as many people as you like.

We look forward to seeing in Florida!

For more show information, visit www.congress.nsc.org

FREE Expo-Only Pass registration(s) to ‘Safety24'

Tue, 30 Jul 2024 19:42:54 GMT

FREE Expo-Only Pass registration(s) to ‘Safety24’

CONSENTIUM SEARCH LLC will be exhibiting at ‘ Safety24 ’ in Denver, CO, on August 7 - 9, 2024, and would like to invite you and your colleagues / guests to receive FREE Expo-Only Pass registration(s) to ‘Safety24’. With these passes you will have access to the entire Expo Hall. And, of course, stop by and visit Consentium Search at Booth 1529!

Follow this link ( Free Expo Pass ) to register for free today to obtain your FREE Expo-Only registration to ‘Safety24’.

For more information and to stay informed as event details are announced, visit the show website .

We look forward to seeing you!

CONSENTIUM SEARCH LLC

Safety24
August 7 - 9, 2024
Colorado Convention Center
Denver, CO

If the link for Free Expo pass does not work for you, copy and paste the following into your browser:

compusystems.com/servlet/ar?evt_uid=128&oi=2%2B%2FO%2B5xpl43HoIiGjo9vog%3D%3D&company_code=IAC196&em=%2FvQgVesG50NwBIzdvmfSJzIcFMnqw4XS

BCSP Scholarship

Wed, 24 Jul 2024 14:56:30 GMT

$5,000 scholarships available to 40 students enrolled in QAP's

The QAP Scholarships provide support for students currently enrolled in a BCSP QAP. Qualified students are juniors, seniors, or master's students in good academic standing at one of BCSP's Qualified Academic Programs.

Not sure if your program is a QAP?

CLICK HERE to check!

SCHOLARSHIP DETAILS

Open: Aug. 1
Close: Oct. 3
$5,000 award
40 students will be selected

ENCOURAGE YOUR STUDENTS TO APPLY AUGUST 1

10 Steps Employers Should Take to Protect Workers this Summer as Feds Prepare to Finalize Heat Rule

Tue, 18 Jun 2024 17:26:58 GMT

Federal workplace safety officials are finalizing a stringent new heat rule

Fisher-Phillips Insights

5.13.24

Employers need to take action to protect workers from heat illnesses and injuries as temperatures begin to rise nationwide – not just because it’s the right thing to do, but because federal workplace safety officials are finalizing a stringent new heat rule that would considerably raise the stakes for employers. The Occupational Safety and Health Administration (OSHA) just advanced one step closer to publishing a permanent standard that would address hazards stemming from heat hazards, sending a clear message to businesses from coast to coast. What’s the latest on the developments – and what are the 10 things you can do now to protect your workers all summer long?

OSHA’s Heat Hazard Rulemaking Takes Next Step

Just last week, the Advisory Committee on Construction Safety and Health unanimously recommended OSHA move forward with its Notice of Proposed Rulemaking for heat. The next step will see the agency publish a proposed rule, after which it will seek and consider input from a wide range of stakeholders and the public. You can expect twists and turns along the way, but it seems likely that the earliest we would see a finalized rule is by early 2025.

Employers In Federal OSHA States are Already Required to Address Heat Hazards

But don’t let this timeframe fool you. While we await a formal heat-related or heat stress standard in place for states covered by Federal OSHA, federal OSHA already enforces heat-related hazards through its General Duty Clause . This standard requires employers to provide a work environment that is free from recognized hazards that are causing or are likely to cause death or serious physical harm to employees.

OSHA Uses Novel Mechanism to Turn Up the Heat

In fact, in the last two years alone, OSHA has conducted nearly 5,000 federal heat-related inspections – using its National Emphasis Program (NEP) related to heat illnesses and injuries for both outdoor and indoor workers. NEPs are temporary programs that focus OSHA’s resources on particular hazards and high-hazard industries.

The heat NEP is effective until April 2025, and it will see OSHA target workplaces where heat-related injuries or illnesses are prevalent during high heat conditions. This includes outdoor workspaces in a local area experiencing a heat wave or working indoors near radiant heat sources (such as iron and steel mills and foundries).

If you want more detail about the NEP, including how employers will be selected for inspections, you can read our full Insight here .

What About States Not Covered by Federal OSHA?

If you do business in a state where a state agency rather than federal OSHA enforces the OSH Act (such as California, Kentucky, or elsewhere), emphasis programs in those states may differ.

· Nevada, for example, already has a heat NEP in place, and employers in that state may also soon face a permanent rule related to heat hazards.

· Employers in Oregon must comply with permanent safety standards on mitigating heat-related injuries and illnesses.

· California, which already had an outdoor heat illness rule, has taken steps to adopt an indoor heat illness rule . The proposed rule – which would create only the second indoor heat standard in the country after Oregon’s – presents majors challenges for employers seeking to meet the compliance obligations.

· Other states like Washington are in the middle of rulemaking, similar to Federal OSHA, to issue final rules on heat-related hazards.

Meanwhile, Florida – which falls under federal OSHA jurisdiction – recently blocked local governments from passing laws intended to mitigate heat injuries and illnesses. The new statute bans counties and municipalities from requiring private employers to offer heat safety protections to employees beyond what’s required under the Occupational Health and Safety Act (OSH Act).

10 Steps to Take to Provide a Safe Workplace This Summer.

As you prepare for the summer months ahead, here are 10 steps you can take to protect your workers from heat-related injuries and illnesses – and avoid legal scrutiny.

1. Plan ahead. Draft a prevention program to mitigate against heat-related injuries and illnesses. Conduct a hazard analysis of all of your job duties or positions that could involve exposure to extreme heat, including an analysis of outdoor and indoor workspaces. If you are in a state OSHA plan location, review your heat illness prevention program plan against any state plan requirements.

2. Train your workers. Provide training to all of your workers on how to prevent heat illnesses, and make sure managers know to take the lead when it comes to spotting potential problems and ensuring compliance.

3. Don’t take risks. Provide medical screening for all workers who will work in high-heat settings.

4. Keep an eye out. Designate someone at each worksite to monitor worker health and conditions on days of extreme heat. You may also consider requiring a buddy system on hot days and enforcing a procedure for employees to report heat stress symptoms.

5. Let them rest. Provide unscheduled rest breaks and require work/rest periods. It’s difficult to quantify specific breaks for specific scenarios in states covered by federal OSHA, so a best practice is requiring rest breaks of up to five minutes in shade every hour, or 10 minutes every two hours, when temperatures are above 87.8°F.

6. Provide water. Provide unlimited, easy access to cool water. OSHA has indicated that employees should drink 4 to 6 ounces every 15 to 20 minutes, but no more than 1 quart/hour and 12 quarts/24 hours.

7. Offer cover. Provide access to shaded areas and cooling fans. Provide hats for outdoor workers in the sun.

8. Be flexible. Consider changing start times and days during a project to avoid high-heat hours. Or consider rotating crews of workers to minimize work during the hottest hours.

9. Get your workers ready. Require an acclimatization period for workers not used to working in the heat. This not only includes new employees but existing workers returning to heat exposure or those working during seasonal changes as the weather gets warmer. OSHA provides a full list of detailed recommendations that you should implement for a one-to-two-week period , including guidance on work periods, rest breaks, job tasks, and more.

10. Be prepared for the worst-case scenario. Ensure access to first aid and prompt medical attention for symptomatic employees.

Conclusion

While we provided lots of information in this Insight, remember these three words for your employees: Rest, Water, Shade. You should take action now as temperatures rise, particularly where you have employees engaged in outdoor work, wearing heavy or bulky equipment or personal protective equipment, or where workers are performing strenuous work such as intense arm and back/lifting work, carrying, shoveling, manual sawing, pushing, and pulling heavy loads, and walking at a fast pace in humid and hot conditions.

If you have any questions, contact the authors of this insight, any member of our Workplace Safety and Catastrophe Management Practice Group , or your Fisher Phillips attorney for guidance. Make sure you are subscribed to Fisher Phillips’ Insight System to get the most up-to-date information on workplace safety issues.

The Power of Networking:

Tue, 11 Jun 2024 15:28:01 GMT

Why & How to Do It Right

The Power of Networking: Why & How to Do It Right

In today’s hyper-connected world, networking isn’t just a nice-to-have; it’s a game-changer for both individuals and businesses. Our ability to build strong, strategic networks unlocks new opportunities, fosters collaboration, and offers invaluable insights and support.

Many of us think of networking as swapping business cards or contact information at events or adding new contacts on our LinkedIn. While these are some of the ways via which we network, truly impactful networking goes far beyond these things. Networking is about forming meaningful relationships that offer mutual benefits over time, like:

Identifying new business opportunities – a strong network can expand our reach and help us find new clients, partners, or investors.
Sharing knowledge – networking allows all of us to stay informed about industry trends, best practices, and innovations and learn from each other’s experiences.
Offering a source of support and advice – a network of peers and mentors that can provide us with guidance and support can prove invaluable, especially during challenging times.
Building our reputation – a healthy network can help build our personal and professional brand, by enhancing our credibility and visibility in our industry.

Many of us also think of our network as a unified milieu. Yet as we go about building, nurturing and leveraging it, we will realize that we have (or need to have) different types of networks, such as professional, business, mentorship, client/customer, or social networks. While members across those networks may overlap, our approach on how we build them often differs. For example, we build professional networks by engaging with professional organizations, attending industry conferences or participating in relevant online forums and groups. Whereas we build or expand our business network by connecting with local business associations, attending trade shows and networking events and building mutually beneficial relationships with key business stakeholders.

Regardless of the types of networks we seek to establish, how we show up to be successful in building and nurturing them requires us to be:

Clear on our goals – what do we want to achieve through networking? Is it finding new clients, gaining knowledge, or seeking mentorship that we are after? Clear goals help us stay focused and make the most of our networking efforts.
Genuine – being authentic in our interactions is key in networking. Building trusting and mutually respectful relationships with individuals in our networks is predicated on us showing genuine interest in others.
Always looking for ways to add value – networking is a two-way street; regardless of our needs, we need to also be thinking about how we can help and add value to our connections.
Consistent – regularly checking in with our connections, sharing updates and engaging with their priorities and content keeps us relevant and front-of-mind within our networks.
Always following up – after meeting and adding a new contact, following up with a personalized message shows that we value them and helps us reinforce the connection.
Patient – building strong networks takes time. By focusing on nurturing long-term relationships rather than seeking immediate gains through our networking efforts, this will ultimately pay off much greater dividends.
Always keeping it respectful & professional – being punctual, following up and showing appreciation for others’ time and support are key prerequisites for maintaining strong connections with our networks.

Takeaways

Networking is a powerful tool for professionals and business owners alike. By building and nurturing a diverse and strategic network, we can unlock new opportunities, gain valuable insights, and receive the support we need to achieve our goals. We all need to periodically take some time to reflect on and evaluate our networks. Do we have professionals in our networks who can get us the information we need? How about people who can help us get things done? What about individuals who can support us in navigating challenges we are facing? Who can we help and provide added value to? Taking stock of the breadth, depth and strength of our networks can help us set clear goals and focus our networking efforts. Regardless of what we are after, we can never lose sight of the need to be genuine, provide value, and be consistent in our pursuit of impactful networks.

Feel free to reach out to us to network and explore how we may be a value-add connection to your business!

By Christine Ippolito

Compass Workforce Solutions

330 Motor Pkwy Suite 303

Hauppauge, NY 11788

Phone: 631-794-7400

Fax: 631-254-0204

Email us at: info@compasswfs.com

When Your Colleagues Have an Outdated Perception of You

Fri, 03 May 2024 16:21:23 GMT

People Grow and Change - Have Your Perceptions of Them?

by Darcy Eikenberg and Sarah Mann (republished from EHSCareers.com 4/29/24)

Summary.
As we grow or change, our identity transitions are often invisible — unless we do the work to help others see our changes. This can be particularly true for people who have worked at a company for a long time. If you’re feeling like your colleagues aren’t recognizing your growth, the authors recommend three strategies: 1) Get clear on the differences between how you are perceived and how you want to be perceived; 2) Let go of work you may still be doing that was associated with your previous role; and 3) Don’t be shy about persuading stakeholders that you’ve changed.

Ten years ago, Tasha* was the seventh employee at her medical software startup, hired as an administrative assistant to the chief sales officer. Today, she’s grown to manage a team of eight sales people collectively responsible for $22 million in revenue. When the chief sales officer announced his retirement recently, Tasha expected to be considered for the role.

Instead, the CEO announced an external search, stating that there were no qualified internal candidates. Tasha was hurt and angry, recognizing a harsh reality she’d long suspected: “I’m seen as I was, not as I am.”

If you’re a reliable, long-term employee like Tasha who still wants to grow in your career but is feeling trapped by old perceptions, you’re not alone. As executive coaches, we’ve worked with many professionals who’ve accelerated their contributions over time, but who continue to be seen through the lens of their past.

In this article, we’ll share why this can happen and more importantly, what you can do about it if that employee is you.

Why Growth Gets Overlooked
We all know people whose career has become their entire identity. But we often aren’t aware of the professional identity that others have assigned us — and truthfully, they may not always recognize it, either.

George Mason University professor Sarah Wittman calls these “lingering identities,” or old identities that persist rather than adapt to how we’re changing. Wittman shares that as we grow or change, our identity transitions are often invisible — unless we do the work to help others see our changes.

While some research suggests that it can take as long as six years to shift these lingering first (or early) impressions, in our experience, it’s possible to change how others see you and reset the company narrative about your contributions. Our clients have successfully used the following steps to increase their influence, change their leadership brand, and reposition themselves internally to better match the leader they are today.

Identify the perception gap.
We all have words we’d use to describe ourselves. But how do others see us? Getting clear about the differences will help you understand the gap and design actions to close it.

Take Sarah’s client Mike*, who was a long-tenured senior leader in a consumer-packaged goods company. He’d acquired a reputation for being emotional and aggressive due to a few badly timed outbursts in meetings. Soon, that perception was rooted in organizational lore and began to supersede present-day realities.

Mike, however, was shocked when he learned others saw him as aggressive. Realizing the perception gap, he worked with Sarah to learn strategies to calm himself when he was getting agitated, channel his frustration into productive conversations, and get clear once again on the leader he wanted to be. He took ownership of the space between who others saw and who he wanted to be.

Align your actions.
As long-term employees ascend the ranks, it’s not uncommon to have difficulty delegating and letting go of responsibilities that once made them successful. Holding on to long-held work assignments may help you feel productive, but it also means your colleagues are more likely to associate you with your previous role or responsibilities.

To counter this, we often invite clients to take a hard look at what they’re focused on each day, looking through the lens of how they can demonstrate who they want to be, not who they’ve been. To get started with this process, ask yourself:

What am I doing that reinforces who I am as a leader today?
Where am I spending time that’s not aligned to my current leadership abilities?
What’s the lower-value work that I need to delegate or stop doing?
What expectations or assumptions are others making about my work?

If you continue to spend time on lower-level, lower-value work, you may unintentionally pigeon-hole yourself in old impressions.

Don’t be shy with your stakeholders.
Despite Mike’s significant self-improvement efforts, subsequent feedback indicated he was still perceived as the “old Mike” — quick to anger and likely to lose his temper in meetings. To continue his turnaround campaign, he launched a deliberate conversation strategy with his major stakeholders: his boss, peer leaders, and direct reports. Mike asked:

In my 360, I heard that my emotions were still getting in my way. I’ve worked hard to eliminate that in the past year. Can you provide an example of when you may have seen this behavior from me recently?

When asked directly, many admitted that they hadn’t seen “old Mike” in a long time. In those conversations, they realized on their own they were hanging on to past recollections. Mike left those meetings with commitments from his stakeholders to watch more closely for the good behavior — and to call him out immediately on the less desirable.

Left to our own devices, most of us default to what is known and comfortable. That goes for our beliefs about others, too. If you’re a long-term employee who’s finding that people in your organization aren’t seeing you as you want to be seen, try these strategies to reposition yourself internally and be known as the leader you’ve now become.

Darcy Eikenberg , PCC, is an executive coach and leadership speaker focused on helping leaders solve their people problems inside complex organizations. A former partner at global HR consulting firm Hewitt Associates (now part of Aon), her clients include Mondelẽz International, PwC, Workday, Discover and more. She’s the author of Red Cape Rescue: Save Your Career Without Leaving Your Job. Connect with her on Linkedin here.

Sarah Mann , PCC, is an executive coach and speaker who empowers driven female leaders to break the glass ceiling and navigate their professional journey with more clarity, confidence, and ease. Previously, Sarah held leadership roles in HR, marketing, and operations at companies such as AMP Agency and ADP. Connect with her on LinkedIn and download her free Leadership Fluency framework.

Resources to Improve Communication Skills

Wed, 24 Apr 2024 17:19:14 GMT

Links to publications pertaining to EHS / Safety Professional's Communication Skills

The Power of Relationships, PSJ, March 2022:

https://www.assp.org/news-and-articles/the-power-of-relationships

Employing Soft Skills to Drive Change, PSJ, December 2021:

https://mydigitalpublication.com/publication/?m=17910&i=729623&p=16&ver=html5

Bridging Safety Leadership, Part 1, PSJ, September 2021:

https://mydigitalpublication.com/publication/?m=17910&i=719230&p=20&ver=html5

10 Tips to Increase Your ‘Speaker Likeability’, Safety & Health Magazine, June 2021:

https://www.safetyandhealthmagazine.com/articles/21224-all-about-you-10-tips-to-increase-your-speaker-likability

Words Matter, How Safety Talk Can Stifle Engagement, PSJ, June 2021:

https://mydigitalpublication.com/publication/?m=17910&i=709300&p=60&ver=html5

Bridging Safety Leadership, Part 2, PSJ, October 2021:

https://mydigitalpublication.com/publication/?m=17910&i=723202&p=22&ver=html5

How to Actually Change Actions, PSJ, October 2020:

https://mydigitalpublication.com/publication/?m=17910&i=675736&p=20&ver=html5

The Safety Warrior’s Way, PSJ, October 2020:

https://mydigitalpublication.com/publication/?m=17910&i=675736&p=64&ver=html5

Mindful Leadership, A strategy for Achieving Significant Change, PSJ, September 2020:

https://mydigitalpublication.com/publication/?m=17910&i=671834&p=18&ver=html5

Energize Safety Through Quantum Leadership, PSJ, September 2017:

https://mydigitalpublication.com/publication/?m=17910&i=433543&p=32&ver=html5

Tips for Effective Communication with Frontline Supervisors, National Safety Council, June, 2017:

https://ehsdailyadvisor.blr.com/2017/06/safety-2017-leadership-tips-frontline-supervisors/

How to develop a lifelong OHS career plan

Fri, 22 Mar 2024 18:22:10 GMT

By Dan Markiewicz MS, CIH, CSP, RMP

(reprinted from ISHN Industrial Safety and Hygiene News)

Photo credit: E+ / Getty Images Plus

March 19, 2024

If all you want out of your OHS work is a paycheck, I suggest that you practice interview skills and job-hop often to maximize your income. Headhunter firms, such as Zippia, find that the average person today will change jobs 12 times in their lifetime with an average stay with their employer for 4.3 years. ¹

If you have spent four or more years earning an OHS related degree, then you are likely a career thinker looking to maximize your professional growth. If this is the case, then I suggest you develop and follow a lifelong OHS career plan . A lifelong-career plan doesn’t mean you stay with one employer until you retire, as this is unlikely to happen for a variety of reasons. A lifelong career plan is more akin to pursuit of self-actualization in Maslow’s hierarchy of needs or the “full realization of one’s potential” in one’s chosen endeavor (see Wikipedia “Self-actualization”).

Initial plan

I was introduced to a lifelong OHS career plan by a mentor back in 1987, when I was already 10 years out of college and aggressively climbing the corporate ranks to maximize salary. My plan at the time was to see a substantial pay increase from my employer every two years. If that didn’t happen, then I would job-hop. My mentor pointed out the fallacy of my plan: I was nearing the maximum an employer would pay for someone to perform OHS duties. I needed a new performance metric for motivation.

Lifelong plan — longevity

I am extremely pleased to see where the lifelong plan has guided me. To appreciate where I am with my plan, consider that I am required to take my RMD from my 401k plan for the first time this April. You must guess my age. Next, I plan to retire in 2036 — at the same age my grandmother retired from her 50+ year active business. I can achieve these longevity objectives because pursuit of self-actualization is a much stronger motivator with greater intrinsic value than money.

Elements of the lifelong plan

Envision a pyramid with six sections labeled: Education; Experience; Exemplary; Expatiate; Expire; and Epitaph. My mentor and I agreed that these six topics would form my “emphasis” periods within the plan. Education forms the base of the pyramid and epitaph is at its peak. Each period below grows to support the period above. The timeframe for each emphasis period, except epitaph, is roughly 10-15 years in length. For example, I have recently entered my Expatiate period. Definition of expatiate is “to move freely or at will or speak or write at length or in detail.”

Deep understanding

The main objective within each section is to understand the details of OHS – to see what others do not see. For example, the American Board of Industrial Hygiene, formed in 1960 but known since 2019 as the Board for Global EHS Credentialing (BGC), does not give CIH® certification maintenance points for machine guarding training. BGC interprets guarding to be a safety activity and not an occupational health activity. Do you agree with BGC’s guarding interpretation?

To understand the details of an OHS issue such as machine guarding, major documents such as ANSI / ISO 12100:2012 Safety of machinery – General principles for design – Risk assessment and risk reduction must be thoroughly read and understood. Informative Annex B to the ANSI document provides ten groups of examples of hazards, hazardous situations, and hazardous events. These ten groups include: 1) Mechanical hazards; 2) Electrical hazards; 3) Thermal hazards; 4) Noise hazards; 5) Vibration hazards; 6) Radiation hazards; 7) Material / substance hazards; 8) Ergonomic hazards; 9) Hazards associated with the environment in which the machine is used; and 10) Combination of hazards.

Applying the above evidence rather than superficial understanding, we find that machine guarding is most definitely CIH® worthy. My mentor always encouraged me to “dig deeper” to understand every OHS issue. Where most pros see a splash guard on a machine as a simple, perhaps safety concept, I am encouraged to determine how much metalworking fluid (MWF) mist is reduced by a properly designed and maintained splash guard. Dig deeper. There is no OSHA PEL or ACGIH TLV for MWF but the recently settled international UAW contract with the big-three US automakers has new OELs for MWF. What information drove the UAW to make compliance with new MWF OELs worthy of contract language? But if boric acid is contained in some MWF then maybe employers or representatives of workers should consider a DNEL to address developmental toxicity. Dig deeper. DNELs are calculated by chemical manufacturers and may be best viewed as a product liability warning and not some European legislation concept. But developmental toxicity DNELs are for the protection of the unborn child. The unborn child is not an employee. Who is responsible for the protection of the unborn child from workplace hazards? Dig deeper. The more you practice this activity, the more you will see OHS different from the pack.

Position for trends

Lifelong doesn’t mean planning for OHS issues 30 or more years down the road. Planning mostly looks at trends about five years out and then adjusts the plan accordingly. For example, my mentor believed that I would face age discrimination the longer I remain in the OHS field. Nothing in recent trends suggest a change on ageism behavior in the United States and I have planned for this risk accordingly.

Look for trends. The Future of Jobs Report 2023 by The World Economic Forum finds that employers anticipate a 23% churn of jobs by 2027. ² The churn of jobs is the mixture of emerging jobs added and declining jobs eliminated. Per the jobs report, 50% of surveyed companies (800+) expect AI (artificial intelligence) to create job growth while 25% expect it to create job loss. An emphasis on a deep understanding of AI was not in my lifelong plan back in 1987. It’s there now.

Summary

Work should be considered a livelihood e.g., paycheck secondary to one’s life. Nearly every OHS pro helps develop annual plans or perhaps 5-year outlook plans for their employer’s benefit. It would be nice to see every OHS pro develop and be guided by a lifelong career plan that puts themselves first. Without commitment to a career plan, time escapes and is not harnessed to reach a full realization of one’s career potential.

Reaching one’s career potential should be a fun but challenging game. If done right, you should begin to see things differently than most OHS pros. As I see things, my next dozen years of OHS activity should be exceedingly exciting and rewarding. Lots of fun to look forward to.

See more articles from our March 2024 issue!

References

1. Average Number of Jobs in a Lifetime [2023]: How Many Jobs Does The Average Person Have - Zippia ( https://www.zippia.com/advice/average-number-jobs-in-lifetime/ )

2. WEF_Future_of_Jobs_2023.pdf, weforum.org ( https://www3.weforum.org/docs/WEF_Future_of_Jobs_2023.pdf )

KEYWORDS: careers education safety professionals

Q&A: Why Safety Professionals Should Think Like Marketers

Mon, 19 Feb 2024 19:37:35 GMT

Getting buy-in from executives, supervisors and frontline workers is essential for implementing effective controls.

Feb 09, 2024

This interview has been edited for length and clarity.

Want to improve workplace safety and health? Be prepared to pitch solutions to leaders in your organization. Getting buy-in from executives, supervisors and frontline workers is essential for implementing effective controls.

Brye Sargent, CSP, owner and CEO of The Safety Geek, joined “The Case for Safety Podcast” and spoke with host Scott Fowler about how to market safety improvements within your organization and why relationships are key.

Fowler: How can safety professionals view their program as a product that they can sell to their organization?

Sargent: What I like to do is take myself out of the decision-making process. I don't decide what the organization does in its safety program. The management team decides that. It is my job to create the products and let them choose. When there is a problem or a hazard, I don't come up with one solution, I come up with three or four and present those to them.

You present options and sell them on one option more than the other — such as the benefits of engineering controls as opposed to PPE. You could do a combination of PPE and administrative controls and talk about the pros and cons of each. Then you put it into their hands and let them decide what they want to do. When you think about your safety initiatives and improvements in terms of creating solutions and letting them decide what they want to do, it gives you more buy-in.

Fowler: What kind of research goes into finding solutions and presenting a business case?

Sargent: Think of a scenario in which people who are not forklift certified are using forklifts because they are keyless and can’t be locked. There are multiple options to address this.

One option would be installing electronic on-board recorders like you have on trucks. Another option would be training. You could also add a lockout system to the forklift or have stronger enforcement and an inspection process to ensure that only certified users are operating the forklift.

I would look at the cost of each option and the likelihood that it's going to solve the problem, and in solving the problem, how much money it will add to the bottom line. For each option, I would create the business case and calculate the return on investment.

Fowler: What techniques have you found to be effective in getting buy-in from your organization?

Sargent: What I find effective is first understanding them, understanding their goals and talking in their language. My language is about people and stopping injuries and incidents from happening. It’s not that our executives and managers want somebody to get hurt — they don't want their employees hurt. The difference is that the way I judge risk and the way they judge risk are completely different.

So if I'm talking to them about incidents and injuries, they're not going to believe me because they don't see risk the same way that I do because I'm exposed to it a lot more. But they do have goals. They have sales goals and efficiency goals.

Get to know them, find out what their goals are and match what you want to do with their goals. Speak their language and understand how they measure successs. Understand how they like to receive information, give it to them in that manner and craft your message in a positive way. Our job is to be influencers, so we need to influence the decision-makers.

Fowler: How can safety professionals make connections with others in their organization and get their buy-in?

Sargent: You need to go out to the other department heads, learn how they are measuring success and ask for access to that data. When you’re gathering that information, you then have to make sure you're using it in a manner where they see a positive benefit. That’s one side of it. The other side is building positive relationships.

That means getting to know them on a personal level and then understanding their goals. The whole idea is building trust. That way, when you tell them to do something, they're not looking at you as an adversary. If they disagree, it's no longer adversarial — it's a conversation.

Fowler: Once you’ve received buy-in, what happens next?

Sargent: It’s important to remember that implementation involves everyone. From the moment you get approval, you should start planning and assigning tasks to all the different members of management so they understand safety is everyone’s responsibility.

Once you implement the plan, coach and observe to make sure that everything is going well. Then, create an after-action review to discuss how things went, provide an update on progress and the actual ROI. You can share this with your management team and employees. The more you can demonstrate the ROI of these initiatives, they’ll see you as someone adding value to the organization.

Fowler: Anything else you’d like to add?

Sargent: Safety professionals are amazing problem solvers. We see hazards and can fix them, we see problems and can find the best solutions. But it doesn't matter how good you think you are, you're only as good as the number of people that are going to follow you. In order to get employees and the managers to follow you, you have to collaborate with them.

For the complete interview, click below:

https://open.spotify.com/episode/2BZtnEOJh0tLhpJeCIm4be?go=1&sp_cid=e0e73997c6cefc5989918fff25b477b0&utm_source=embed_player_p&utm_medium=desktop&nd=1&dlsi=309c44c435f0400c

Go Out and Watch (but don't be creepy about it)

Fri, 16 Feb 2024 14:53:10 GMT

Tim Ludwig Author at Safety-Doc.com

Have you heard the old adage: You can’t manage what you can’t measure? Frankly, if you cannot measure something, you’re merely guessing. There is too much at stake in safety to guess.

Your job, in fact everyone’s job, indeed the job of ALL your safety management systems and processes is to measure behavior. Because it takes discipline, measurement is the hardest management practice to execute, yet the most essential. And that discipline is practiced through observation.

Before you have your meetings to discuss what to do about your injury rate, before you muse with others why your workers are taking risks, and certainly before you create or change your flavor of the month for another flavor—before all of this—go out and observe. Simply watch.

Now don’t be creepy about doing it. I once knew a general manager who wanted to improve the performance of his plant. He suspected inefficiencies so he went out to find them. But instead of wearing his company overalls, probably finely pressed with his rank insignias and medals, he borrowed a contractor’s pure white outfit to be a sneaky spy. Yes, an undercover boss. When news got around that the boss was seen out and about in disguise, well, let’s just add that to the dysfunctional practices list.

Watch, just watch. No hiding. Ask permission first before you watch. Put your biases to bed. You’re not looking for someone to do something wrong. You’re not looking through the lens of your rule book. Put your own personal experience with the job aside as well; it will only lead you down the wrong path. This is not a fishing expedition to find faults. It is an exploration to find opportunities to improve safety. You are there to LEARN!

OBSERVATION is easy. The hard part is putting aside your tendencies to fault-find, blame and tell people what to do.

Behavior is easy to observe. The properties of behavior make it particularly open to observation. First, behavior is omnipresent. It is happening right now at your plant. Second, behavior is visible, out in the open. You can see it—why seek out attitudes, beliefs, and values when behavior is right there in front of us? Third, we can see the impact of behavior, what it accomplishes. All you need to know to understand behavior is observable. All you need to know to change behavior is also observable.

YOU need to go to the source and observe. Direct observation is the only real way to understand human behavior. So that’s your homework. Go out, ask permission, and watch.

Direct observation is the only real way to understand human behavior.

Original cover image by pch.vector on Freepik

https://www.linkedin.com/pulse/go-out-watch-dont-creepy-tim-ludwig-5iule/?midToken=AQH80WhfTI16Ew&midSig=3gIJujGyMlpb81&trk=eml-email_series_follow_newsletter_01-newsletter_content_preview-0-headline_&trkEmail=eml-email_series_follow_newsletter_01-newsletter_content_preview-0-headline_-null-2id5~lsori2fi~41-null-null&eid=2id5-lsori2fi-41&otpToken=MTMwNDE5ZTExMzJkYzNjNWIzMmUwZGVhNGYxYWUwYjc4ZGNkZDU0NDkzYWY4ODYyNzljZTAwNmI0ZDVmNTY4NmE3OTZhNGU0NDdjOGViZDNhMjA5NDJkMGJmNDY2YTkzODhmNjFlZGNiNGI0ZWIsMSwx

New MSHA Regulations, Did you know?

Tue, 06 Feb 2024 15:36:49 GMT

Understanding the New MSHA Regulation

In today's fast-moving industrial world, keeping up with the latest safety regulations is crucial but challenging. The Mine Safety and Health Administration (MSHA) has introduced new rules that significantly change safety practices, especially for surface mobile equipment users.

The new rule introduced by the Mine Safety and Health Administration (MSHA) marks a significant step in enhancing safety in mining operations. This rule mandates mine operators to develop and regularly update a comprehensive written safety program. This program is specifically designed for all surface mobile equipment, not including belt conveyors, at both surface mines and areas of underground mines. The focus is on a collaborative approach, where the safety program is crafted with valuable insights from miners and their representatives. This ensures that the program is not only effective but also resonates with those it aims to protect.

Navigating a Career Transition

Fri, 02 Feb 2024 15:31:07 GMT

"If you do not change direction, you may end up where you are heading." — Lao Tzu

Terrence "Terry" Seamon's weekly newsletter about career transition, leadership, and success

When career experts talk about making career transitions they often use the term "navigating." It's a good one for this process because navigating has these meanings:

sail or travel over (a stretch of water or terrain), especially carefully or with difficulty."
"plan and direct the route or course of a ship, aircraft, or other form of transportation, especially by using instruments or maps."

From my perspective, the most important keys to navigating a career transition are questions, including these:

Who am I? Get very clear about your brand and value proposition. Also your interests and passions.
What am I looking for? Develop a career objective(s) that you can share with others. Your career objective should include the role(s) you are looking for, as well as the organizations you have in your sights.
What resources are available? First and foremost is one's network of relationships. You never know what (or Who) others may know. Next comes Groups. Then, your local public library.
What obstacles are in my way? A good honest look at oneself is the way to start because the biggest obstacle may be You, in the form of limiting beliefs, fears, outdated skills, etc.
What is my Plan B? Always be ready to fall back on another option(s) in case your main objective is stymied.

Three more points to consider on the ART of navigating change.

Adaptability:
This refers to the things we do, from day to day during a change journey, to adjust continuously to the ever-emerging surprises and challenges that a change-filled environment brings. On a change journey, every day brings something new to reckon with. Some new problem. Some unexpected difficulty
What is this new challenge? What will it take to deal with it? What am I learning?

The more adaptable you are, the more you are learning as you go, the more likely you will accomplish the journey successfully.

Resilience: This refers to the things we do to maintain ourselves, particularly our health and well-being, as we are buffeted by the winds of change. Change can push you around. It can knock the wind out of you, even knock you down.

Can you get back up and go at it again?

This is your resilience, your ability to take the hits and come back stronger.

Transitioning: This refers to the journey itself that change requires of us. We would do well to understand the journey.

It starts with an Ending (as the great William Bridges taught us) where "the old way" must be released before anything new can have a chance of happening.

It then continues into the Wilderness where uncertainty reigns. Where our questions often receive no clear-cut answers...other than to keep on moving.

And, if we persevere, eventually it brings us to the New Beginning where what once seemed remote and impossible becomes the new reality.

Trust that your inner guidance system will lead you in the right direction.

"Learning to listen to our inner guidance is sure to keep us on the right path". - Vince Shifflett, critical care nurse and author

About the author: Terrence "Terry" Seamon has navigated the perilous waters of career transition several times and now he shares his knowhow with others.

Twenty Lessons for Landing Your Next Job - by Peter Lutz

Johnmcbride@consentiumsearch.com (John McBride) — Mon, 04 Dec 2023 21:50:35 GMT

20 Lessons

The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

Testimonial about our FREE resume review service

Johnmcbride@consentiumsearch.com (John McBride) — Tue, 14 Nov 2023 15:36:28 GMT

Resume Review by Consentium Search reaps rewards!

From: Bridget G
Sent: Monday, November 13, 2023 5:51 PM
To: Sylvia Pena at Consentium Search <sylviapena@consentiumsearch.com>
Subject: Thank you - Resume Support

Hi Ms. Sylvia - I wanted to circle back with you and let you know I have a new job! I hope you realize how impactful your conversation with me was. I have held on to your words and guidance. You have given me the opportunity to see what I am capable of. I can't thank you enough for your generosity and support. I am writing to you from my school account, but to remind you who i am, we met at the ASSP conference.

I will let you know how the new role is going and you were right about the money...I was able to get an offer for more than I could have ever imagined.

I hope to also see you in Denver!

Bridget

NSC Congress and Expo 2023 in New Orleans

Mon, 18 Sep 2023 23:32:24 GMT

CONSENTIUM SEARCH LLC is offering FREE Expo Hall passes for the 2023 National Safety Council (NSC) Congress & Expo in New Orleans, LA, October 24-26, 2023

CONSENTIUM SEARCH LLC is attending the 2023 National Safety Council (NSC) Congress & Expo in New Orleans, LA, October 24-26, 2023, and would like to invite you to visit us at Booth 2012 and to get you there, we are offering you, your colleagues, friends and family members FREE Exhibit Hall passes!

Once again, our own John McBride will be speaking live and in-person this year delivering Session 82 the 5W 1H of Safety Leadership on Tuesday, 10/24/2023 at 2:30 PM – 3:30 PM CT

As always, we will be providing Resume Review from our Expo Hall Booth, Booth 2012. Appointments are recommended due to anticipated volume. To schedule an appointment, please send your request to Reba Kahn at resumes@consentiumsearch.com and put “NSC 2023 resume review” in the Subject line. It would be helpful to include a copy of your resume as an attachment and bring a paper copy with you to the appointment.

Click here to register today to obtain your FREE Expo-Only registration to the 2023 NSC Congress & Expo and complete the form for a Start New Registration. Select "ATTENDEE REGISTRATION"
Complete the requested fields for your guests Name, Title, Email, etc. then click "Continue Registration" (FREE Code is already added)
Follow prompts to complete registration for the Three Day - Expo Only Guest Pass.
If the link does not work, copy and paste this into your browser: https://www.xpressreg.net/register/NSCX1023/index.php?sc=10055
The code will default in to have all fees waived. You will need a separate registration and badge for each person, but the good news is there is no limit to the number of badges you can receive.

Registration is handled by NSC so for more information and to stay informed as the event details are announced, visit the show website .

Also, keep in mind, we have over 50 EHS positions we are recruiting for nationwide at https://www.consentiumsearch.com/careerportal

Refer a friend or client and be eligible for our REFERRAL BONUS that can pay you or your favorite charity.

Consentium Search is a niche professional recruiting firm sourcing exceptional professionals for our clients’ EHS jobs.

Consentium Search is an Equal Opportunity Employer / Recruiting Firm. Minority / Female / Disability / Veteran candidates and all interested and qualified individuals are encouraged to submit their credentials.

September 19 at West Florida ASSP with our guest speaker John McBride

Tue, 12 Sep 2023 13:42:26 GMT

Guest speaker John McBride

ASSP West Florida Chapter Monthly Meeting

Tues., September 19, 2023 | 12:00 pm - 1:00 pm

Join us for our Monthly Meeting on Tuesday, September 19 with our guest speaker John McBride, on the topic of The 5 W's and 1 H of Safety Leadership. Registration begins at 11:30 am. Spread the word and sign up early to participate in this event.

Please click on the link below to register on our Chapter website or email us your notice of attendance. Thank you. We look forward to seeing you there.

Meeting Fee (includes lunch): Members $25 Non-Members $30 Student Members $10

RSVP at westflassp@yahoo.com

MEETING LOCATION:

Vensure Employer Services (near the airport) 3501 E. Frontage Road, Suite 350, Tampa, FL 33607 Any questions call 813-382-2539

Click here to register for this event and visit our Chapter website. body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

Discovering the ‘why’ of risk

Thu, 22 Jun 2023 16:57:34 GMT

How to proactively manage construction safety through pre-operational planning

Has anyone determined the reasons for disruptions, accidents, and/or losses, experienced at your organization’s jobsites? Why are workers getting hurt in spite of safety standards, programs, policies, procedures, training, and possibly everyone’s best efforts? What can be done to reduce losses, avoid accidents, control the cost of risk and improve the bottom line? These are good and pertinent questions since business is under increasing pressure to improve operational efficiency, people’s effectiveness as well as profitability.

Construction operations
Typically, in construction safety management is a separate function from that of operations. The foreman or superintendent is in charge of operations on site. They manage by planning, organizing, directing, staffing, and controlling the work. This person may be involved before the work is started, while the work being put in place and sometime after the work is completed. The project is driven by the schedule which is based on planned production, and kept on track by leadership and management, problem solving, communicating, expediting, coordinating, recovery planning, and risk management. This is a proactive forward-looking approach to management.
Planning is fundamental to construction operations and the cornerstone of tracking and managing production. To some extent every aspect of contracting involves some form of planning. It is through planning that the appropriate materials are secured, delivered, and installed. Planning enables all the trades to be able to work harmoniously on the site. Absent effective planning, all the diverse partners and suppliers, diverse functions, and activities would not come together efficiently to result in the timely final completed output.
Pre-operational planning is the review of production operations before the start of the construction process, project phases or tasks in order to identify and eliminate potential barriers to efficient, effective, timely, and safe performance of the work.
The goal of preplanning is to reduce or eliminate risk, remove barriers and solve potential problems so as to enable timely production, minimize disruption, increase efficiency, create a safe work environment, lower costs and strive to exceed partner expectations.
So, if accidents and injuries on your construction site continues to cause disruptions and losses despite all the traditional interventions, then it begs the question, can we apply the fundamentals of preoperational planning to worker safety and therefore minimize these undesirable outcomes? The answer is a resounding YES! Fundamentally, slack of safety, is an undesirable side effect of putting work in place. Since preplanning manages the process, it should be able to effectively deal with and potentially eliminate its undesirable (accidents) side effects.
A research study conducted in the 1980s by the Construction Industry Institute (CII) identified the single most effective tool contractors have to prevent accidents on their work sites as pre-project/pre-task planning. A follow-up study in the 1990s confirmed this again. Let’s look at the planning process and see how we may affectively integrate safety management into the contractor's preoperational planning practices.

Illustration: Nadezhda Kurbatova/ iStock / Getty Images Plus via Getty Images.

Safety management
There are many reasons why safety is managed separately from operations There are laws requiring businesses to purchase workers compensation insurance so as to provide funds to take care of injured workers. OSHA regulations have standards on how to deal with hazards on the job, by requiring inspections, workforce training, record keeping, etc. OSHA can also fine organization who fail to comply with these standards. All this requires special knowledge, oversight, management and control.
The safety manager is responsible for the workforce’s safety. He generally gets involved when the work is being put in place, and primarily interacts with workers during safety inspections which generally may be conducted monthly or possibly weekly, as well as during accident investigations. The safety manager is responsible for interfacing when OSHA visits and the worker compensation insurance carrier’s representative.
Companies’ accidents and losses impact their cost of risk and ultimately their potential competitiveness in a highly competitive industry. So, controlling losses in the safety area is a key objective of the company’s safety function. Since the common metric in safety is accidents based, improvement can be evaluated by comparing company losses to injury, illness, and fatality, records, as published by the Bureau of Labor Statistics. This, primarily is a reactive approach to management.

Injury risk control
Industries focus on the worker for resolution of its safety concerns which is driven by historic precedent. In the 1920s, H. W. Heinrich conducted a study of 75,000 accident reports and determined that 88 percent of the causes of those accidents resulted from the worker’s “unsafe acts”. In 1950 Heinrich published the “Domino Theory of accident causation” which graphically showed a sequence of events with the unsafe act causing the accident. In 1960s, F. E. Bird analyzed 1.7 million accidents representing over 3 billion hours worked. He found that 95 percent of the causes of those accidents resulted from “unsafe acts” by workers.
This focused industry’s approach to improving safety outcomes to their workforce. The underlying assumption is that the worker has complete access to all necessary information and have full autonomy while making a decision and therefore can stop taking or avoiding risks, which may lead to an accident. But what this assumption ignores is that the worker has very little control over operations, compared to management, since they plan, organize, staff, direct, and control construction operations.
So it becomes clear that supervision not only controls just about every planned activity on a construction site, but also has quite a bit of control over the worker. Supervision hires the worker, assigns the tasks, and oversees his/her activities. The supervisor can assess the workers knowledge, and capabilities to determine if they match the task demand. If there are deficiencies then provide training and support to the worker or assign them to another task. So, by this example, management can exercise quite a bit of control over the workers actions as well. Therefore, the solution to the incident/accident/loss problem resides elsewhere in the operation.
Accidents usually do not happen due to fate or intent on the worker’s part. They mostly happen because of ineffective processes, inadequate procedures, poor planning or lack of foresight. Therefore, we must get away from the predominantly worker-focused interventions common in the industry, and look into areas that the worker has little or no control over but are the underlying contributing causes of incidents and losses.

Integrating safety into pre-operational planning process
Construction work is put in place progressively by craftsmen based on plans devised by project staff. So, if a following trade encountered physical hazards, then it stands to reason that the preceding tradesmen created them as they put work in place, while following the plan devised by the project staff. Which begs the question of why didn’t the staff deal with such risk issue prior to the following trade commencing their work. To address hazards and risk holistically, it is most effective to have the project staff deal with worker safety simultaneously with the planning of the operational tasks.
This would not only be logical but also a much more efficient way to address and mitigate project risk. It is easier and more cost effective to address risk while planning than after the fact when work already physically exists and has to be modified. After the fact dealing with existing risk will disrupt work flow and make operations potentially take longer and possibly make it somewhat less efficient. Every one of these possible eventualities will have a time factor and will increase cost.
Having the safety manager function as a technical consultant to the people who manage operations, proactively involves safety and risk management throughout the planning organizing staffing, directing and controlling function of the project delivery process. This means that the safety manager has input during the preconstruction, construction, and any possible post construction activities. This approach ensures that safety and risk management are fully and continuously involved in all the construction related activities.

Conclusion
To address worksite safety holistically, safety management must be fully integrated into project operations and the project delivery process. This means making operational staff responsible for worker safety along with the management of other operational risks. This then requires a complete structural change to the safety function. Rather than operating from a reactive stance, looking for existing hazards and unsafe acts.
Safety takes on an active role by providing support and input to the project delivery process as well as construction operations through engaging in preconstruction as well as construction operational activities. Earnestly contributing to the preplanning activities in order to identify, evaluate, eliminate or mitigate potential risks. Providing construction assessment for task design as well as task demand in order to enable and enhance workforce performance.
Effective preplanning involves the review of planned operations before and during construction in order to identify and eliminate potential hazards and risk sources. The goal of preplanning is to identify risk during planning before workers are impacted by them while putting work in place. This includes modification of operational risks in order to improve performance, enhancement of productivity, as well as reduction of hazards, which will minimize disruption, increase efficiency, and lower costs; resulting in a win-win outcome all around.

Peter G. Furst, MBA, Registered Architect, CSP, ARM, REA, CRIS, CSI, is a consultant, author, motivational speaker, and university lecturer at UC Berkeley. He is the president of The Furst Group which is an Organizational, Operational & Human Performance Consultancy. He has over 20 years of experience consulting with a variety of firms, including architects, engineers, construction, service, retail, manufacturing and insurance organizations. He has guided organizational systems integration, aligning business and operational goals, enhanced management’s leadership and operational execution, utilizing Six Sigma, lean and balanced scorecard metrics optimizing human and business performance and reliability. Send questions and comments to peter.furst@gmail.com

as published

May 2023

ISHN

VOL. 57 NO. 4

2023 NSC Safety Congress & Expo in exciting New Orleans

Wed, 14 Jun 2023 16:13:17 GMT

This is a Registration is now open for the 2023 NSC Safety Congress & Expo for your new post

Connect, Learn and Make People Safer

Registration is now open for the 2023 NSC Safety Congress & Expo in exciting New Orleans. Plan now to join thousands of safety professionals from around the world and see the latest safety advances and great interactive learning opportunities.

Connect with peers and build new relationships to help grow
your career
Enhance your knowledge at more than 125 educational opportunities* and earn valuable CEUs
Discover amazing solutions at 700+ exhibitors on the Expo floor including at NSC Central where you can learn about the latest safety training, technology and innovations
Enjoy NEW features including a dog petting and adoption area, a festive parade, First Look - New Exhibitor Pavilion, attendee reception including beignets, and networking meet-ups on the Expo floor

You don’t want to miss the world’s largest annual safety gathering—the 2023 NSC Safety Congress & Expo. Register by July 28 and save up to $250 .

Click the links below for more information:

EXPLORE EXHIBITORS»

VIEW CONFERENCE SCHEDULE»

BOOK YOUR HOTEL»

Director of Health and Safety

Fri, 09 Jun 2023 14:24:08 GMT

Do you thrive on mentoring and leading other Health and Safety professionals?

Director, Health and Safety, Lawrence, MA Job #1584
https://youtu.be/orHU-FFK2Io

Ou r client, Helfrich Brothers Boiler Works, is recruiting to fill a newly created position of Director, Health and Safety in Lawrence, MA. This is a full-time position as an employee of our client and REQUIRES commuting to or living in the Lawrence, MA area. This position CANNOT be worked from a remote setting, however, relocation assistance is available.

Job Purpose:
Reporting to the Chief Operating Officer, this role will be responsible to lead the HSE function across all operations and locations. The incumbent will be responsible for establishing systems, protocols and accountabilities that result in strong employee engagement, compliance, and operational excellence. Will strategically balance costs and risk-return on necessary and desired EHS initiatives while overseeing environmental compliance

Minimum Requirements:

All potential candidates must be authorized to work for any employer in the United States, employer sponsorship is not available.
10 or more years of EHS experience in manufacturing and/or construction with demonstrated success in building and driving a change to the organization’s culture of safety
Five (5) or more years as the EHS Leader with a history of successful mentorship of other safety professionals
Demonstrated success in development and management of a team of Safety professionals
Demonstrated experience designing programs to audit, identify and mitigate exposures to noise, airborne particles and other IH exposures
Demonstrated results driving improved safety metrics
Demonstrated success with Project Management and Planning

Additional Preferred Competencies:

EHS Leadership experience in both manufacturing and construction
Experience with Quality Management
Bachelor's degree from an accredited College / University in Environmental Health & Safety, Industrial Hygiene or related discipline
Professional Certification (GSP, CHST, ASP, CSP, CIH, COSS, MSP, CSD, etc.) from a nationally recognized organization
MBA or Master’s degree in Occupational Health and Safety, Engineering or related discipline

Major Responsibilities:

Serve as company Subject Matter Expert on health and safety programs
Work directly with the COO and site leadership to establish and maintain a strong safety culture.
Lead, mentor and develop the team of Health and Safety Professionals
Lead development and continuous improvement of Health and Safety policies and procedures
Develop, implement, and support all company safety programs, policies, and procedures and ensure they are effectively communicated to all employees.
Ensure that all health, safety, and environmental programs are compliant with OSHA, EPA, DOT, and other federal, state, and local regulatory requirements.
Develop and oversee all metrics associated with safety performance
Oversee all environmental related recordkeeping and administration to include assisting operations in compliance with permits, operating conditions, sampling, and other regulatory requirements.
Conduct periodic Health and Safety audits/inspections and support Area/District/Regional Managers to follow action plans ensuring prompt resolution of any identified EHS issues.
Represent the company to the media and public when required
Drive consistency and standardization of safety programs
Develop and provide company-wide training to employees in accordance with OH&S Act, OSHA, environmental regulations, and company standards.
Advise and oversee legal matters pertaining to incidents and accidents
Prepare and present to the Senior Leadership Team on EHS initiatives
Advise and oversee incident investigations and reporting
Work with the training team to provide Mentor training and other Health and Safety related training
Visit client site installation and maintenance operations to ensure proper adherence to Health and Safety protocols

The information listed above is a summary of the position and not a complete job description. Other competencies, skillsets, and experiences are needed.

This is just ONE of over 50 current EHS positions we are recruiting for nationwide; many are confidential and not listed on our website. Follow our job announcements on our LinkedIn Company Page at https://lnkd.in/eFVKAnc our LinkedIn Work Group at https://lnkd.in/e2ZG-Mj or on Twitter at and Twitter.com/Consentium

Refer a friend or client and be eligible for our REFERRAL BONUS that can pay you or your favorite charity. Details at https://www.consentiumsearch.com/giving-back

There is never any fee or contract for a candidate. All fees are paid by our corporate clients who have hired us to find you!

Response Instructions: Qualified candidates can apply via our website consentiumsearch.com or by clicking this link https://ehsheadhunters.com/careerportal/#/jobs/1584 If the link does not work, please copy and paste it into your browser. Due to candidate volume, we ask, no phone calls please, however if you require accessibility assistance applying for open positions in the US, please call 973-577-7575

Consentium Search is a niche professional search and recruiting firm committed to sourcing and recruiting exceptional professionals for our corporate clients’ EHS jobs.

Consentium Search is an Equal Opportunity Employer / Recruiting Firm. Minority / Female / Disability / Veteran candidates and all interested and qualified individuals are encouraged to submit their credentials.

Keywords: #EHSJobs #EHSCareers @EHSCareers #SafetyJobs #EnvironmentalJobs #OSHA #EPA #DEP #SafetyRecruiter #EHSrecruiter @ConsentiumSearch @Consentium #Safetyheadhunter #EHSheadhunter #EnvironmentalRecruiter #EnvironmentalHeadhunter “Occupational Safety” “Occupational Health and Hygiene” “Environmental Engineering” “EHS jobs” “Environmental jobs” “Environmental Manager jobs” “Environmental Engineer jobs” “Environmental Specialist jobs” “Environmental Scientist jobs” “Environmental Director jobs” “Environmental Vice President jobs” “Environmental & Safety Manager jobs” “EH&S Director jobs” “EH&S Specialist jobs” “Air Quality jobs” “Air Specialist jobs” “Industrial Hygiene jobs” “Industrial Hygienist jobs” “Occupational Health jobs” “Process Safety Management jobs” “Process Safety Engineer jobs” “PSM jobs” “Safety jobs” “Construction Safety jobs” “Safety Manager jobs” “Safety Director jobs” “Safety Training jobs” “Ergonomics jobs” “Ergonomist jobs” “Toxicology jobs” “Product Safety jobs” “Product Stewardship jobs” “Environmental Technician jobs” “Industrial Hygiene Technician jobs” “Safety Technician jobs” “EHS Internship jobs” “Entry level EHS jobs”

body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

8 Tips for Job Seekers

Fri, 19 May 2023 16:41:10 GMT

Job Seeking advice from Keith Bogen

8 Tips for Job Seekers

Job search is a serious process requiring structure and discipline. These are essential. Set targets for # of calls per day, face-to-face zoom meetings, return emails and revise your targets upwards as you hit your stride. Get competitive with yourself. Have a pre-emptive, risk management mindset: minimize the risk of things NOT going your way.
Be open. Help comes from the places you least expect. Do not stay home, do not isolate.
Talk to everyone and I mean everyone: leave no stone unturned.
Talk to folks that you do not know well or are not sure if they like you or remember you. My most recent search took me over 1,200 outreaches via email, phone, zoom, facetime, calls and large events. My average hours spent per week were usually 45-60 hours over 6-7 days. Be flexible to everyone’s availability to make it happen. Be brave, go out on that limb, and assume it will be a better conversation than you expected and usually, you will be right. And don’t forget to say THANK YOU and mean it.
Make as many new friends as possible, ASK FOR HELP from as many people as possible. Rely on your new friends who are in the same job search boat. They will help you keep your perspective and stay positive. In my case, people had ideas I never could have come up with on my own. Help them help you by asking for what you need.
Ask everyone what worked and didn’t work. Revisit original advice givers as you refine your own approach. Consider creating or resurrecting your personal board of advisors.
Don't waste time being timid. Don't waste time, period. Be radically efficient.
Read anything Marshall Goldsmith, Never Eat Alone, 90-Day Plan book and Bring A Dead Mouse to shape your thinking and prep for interviews. Always have “dead mice” ready for the giving. Have several solid SOAR stories to show the different things you have handled and a specific 90-day plan ready for any interviews – this saved me.
PRACTICE BEING CAMERA READY. Get in as many 1-1s as possible especially via “Zoom” type platforms - many interviews are done this way, especially today with COVID related restrictions, and it is a great way practice for refining your SOAR stories and pitch to different audiences. Start every 1-1 with: “Just checking, can you see and hear me OK?”. I wasted half of an hour-long interview assuming the guy could see me. Avert those crises pre-emptively.
On interviews, be in listen mode. Get as much from what they say so that you can address concerns specifically.
Don't ever neglect your network.

All the best,

Keith Bogen, SPHR/SHRM-SCP/MS/MA

www.LinkedIn.com/in/KeithBogen

Chief Networking Officer - Whine & Dine Networking LLC

www.whineanddine.org

Celebrate National Safety Month this June

Wed, 17 May 2023 15:56:47 GMT

Join NSC this June for National Safety Month

Safety matters every day of the year, but during June it gets the extra attention it deserves. Join NSC this June for National Safety Month, the annual observance to help keep each other safe from the workplace to anyplace. For more than 25 years, NSM has provided weekly resources to highlight leading causes of preventable injury and death so people can live their fullest lives.

Each week, we’ll highlight pressing safety topics with information pertaining to on- and off-the-job safety.

2023 Weekly Topics:

● June 1-10: Emergency Preparedness
● June 11-17: Slips, Trips and Falls
● June 18-24: Heat-Related Illness
● June 25-30: Hazard Recognition

Access your free resources now , including member-exclusive benefits like weekly webinars and NEW Safety Pro templates and guides to help you create safety plans for different workplace hazards.

Learn, Connect and Explore

For more than 100 years, safety, health and environmental professionals have turned to the world's largest annual safety event for industry-leading technology, education, networking opportunities and the tried and true products and services needed to stay at the forefront and remain competitive within the industry.

Mark your calendars to join us Oct. 20-26 in New Orleans for the 2023 NSC Safety Congress & Expo. It is the perfect place to:

● Come together to share experiences and make connections with others at the forefront of the industry

● Learn new ways of doing business while earning CEUs

● Explore the latest safety innovations and solutions driving our industry to save lives, from the workplace to anyplace

● Celebrate the accomplishments of NSC members and safety leaders at the National Award Celebration

We look forward to seeing you! Registration opens on June 13 . Make sure to take advantage of member discounts. View all of the discounted NSC member pricing options here .

Don't Miss the Green Cross Celebration

Join NSC in New Orleans this Oct. 23 for an evening of fun, delectable food, entertainment and more! Enjoy a behind-the-scenes look at the art and magic of Mardi Gras World – the warehouse and studio where artists and architects build floats for the annual parade.

This event is a fantastic opportunity to network, entertain clients, team build or just have a fun night out with friends. Learn more about attending this event or having your company serve as a sponsor.

NEW JOB POSTING- Vice President of Risk & EHS, Flushing, MI or Charlotte, NC

Mon, 24 Apr 2023 13:47:01 GMT

Vice President of Risk & EHS, Flushing, MI or Charlotte, NC

-Sylvia Pena

Today’s featured EHS Job Posting is for a Vice President of Risk & EHS, Flushing, MI or Charlotte, NC Job #1608 Our client, a leading specialty construction organization, is recruiting to fill a newly created position of Vice President of Risk Management, Environmental, Health and Safety (VPRMEHS) in Flushing, MI. https://youtu.be/oHY62SykGes

This is a full-time position as an employee of our client and REQUIRES commuting to or living in the Flushing, MI area. This position CANNOT be worked from a remote setting; HOWEVER, relocation assistance within the US is available.

Job Purpose:

This role will be responsible to lead the HSE function across all operations and locations. The VPRMEHS will be responsible for establishing systems, protocols and accountabilities that result in strong compliance and operational excellence. The VPRMEHS will strategically balance costs and risk-return on necessary and desired EHS initiatives while overseeing environmental compliance Minimum Requirements:

• All potential candidates must be authorized to work for any employer in the United States, employer sponsorship is not available.

• Bachelor’s degree from an accredited College / University in Environmental Health & Safety, Industrial Hygiene or related discipline

• 10 or more years of Safety leadership experience with demonstrated success in building and driving a change to the organization’s culture of safety

• Five (5) or more years as the EHS Leader for a corporation or major business unit with C-Suite and/or Board Room presentation experience

• Proven success overseeing EHS and Risk for civil or industrial construction projects • Demonstrated success in development of a team of Safety professionals

• Demonstrated experience designing programs to mitigate and audit exposures to noise, airborne particles and other IH exposures

• Demonstrated experience designing programs to mitigate and audit programs driving safety metrics downward

• Demonstrated success with Project Management and Planning

• Travel required 50% +/-

For more information on this job, or to submit your resume for consideration, copy and paste https://www.consentiumsearch.com/careerportal/#/jobs/1608 into your browser.

No phone calls please, however if you require accessibility assistance in the US, please call 973-577-7575 This is just 1 of 50+ EHS positions we are recruiting for nationwide.

Follow our job announcements at https://lnkd.in/eFVKAnc and Twitter.com/Consentium or our LinkedIn Work Group at https://lnkd.in/e2ZG-Mj

Refer a friend or client and be eligible for our REFERRAL BONUS that can pay you or your favorite charity. Details at https://www.consentiumsearch.com/giving-back

Consentium Search is a niche professional recruiting firm sourcing exceptional EHS professionals for our clients.

#EHSJobs #SafetyJobs #EnvironmentalJobs #OSHA #EPA #DEP #SafetyRecruiter #EHSrecruiter #Safetyheadhunter #EHSheadhunter #EnvironmentalRecruiter #EnvironmentalHeadhunter #OccupationalSafety #safety #healthandsafety #environmental #occupationalsafety #occupationalhealth #occupationalhealthandsafety #safetyjobs #safetyprofessionals @consentium

ASSP Safety 2023 in San Antonio, TX June 5-7, 2023 Free Exhibit Hall Passes

Thu, 30 Mar 2023 13:46:22 GMT

ASSP Safety 2023 in San Antonio, TX June 5-7, 2023

-Sylvia Pena

CONSENTIUM SEARCH LLC is attending ASSP’s Safety 2023 in San Antonio, TX June 5-7, 2023, and would like to invite you to visit them at Booth 932 and, to get you there, we are offering you, your colleagues, friends and family members FREE Exhibit Hall passes! https://youtu.be/3PjoVIZhGkQ

Like last year, we will be providing resume review from our Expo Hall Booth, Booth 932 (appointments are recommended due to anticipated volume). To schedule an appointment, please send your request to Reba Kahn at resumes@consentiumsearch.com . It would be helpful to include a copy of your resume as an attachment and bring a paper copy with you to the appointment.

Click here to register today to obtain your FREE Expo-Only entrance pass to SAFETY 2023. If the link does not work, copy and paste https://store.assp.org/PersonifyEbusiness/Events/ASSP-Educational-Events-Calendar/Meeting-Details/productId/244894345 into your browser.

Click ‘Register Now’ to complete the registration form for your pass. Use Coupon Code 23PDCHE .

A separate registration and badge is required for each attendee, but the good news is there is no limit to the number of badges you can receive.

All registrations are handled by ASSP. For more information, to stay informed as event details are announced, or to register for the Conference (separate from the Expo-only registration) visit the Show Website .

Apart from the ASSP Safety Conference, keep in mind that we have over 50 EHS positions we are recruiting for nationwide: https://consentiumsearch.com/job-search .

Follow our job announcements YouTube: https://www.youtube.com/@consentiumsearch07078/videos

LinkedIn: https://lnkd.in/eFVKAnc

LinkedIn Work Groups: https://lnkd.in/e2ZG-Mj

Twitter: https://www.twitter.com/Consentium

Refer a friend or client and be eligible for our REFERRAL BONUS that can pay you or your favorite charity. Details at https://www.consentiumsearch.com/giving-back

Consentium Search is a niche professional recruiting firm sourcing exceptional professionals for our clients’ EHS jobs.

We look forward to seeing you at the Expo and Conference!

@ASSP_Safety @ASSPSafety #ASSP Consentium Search EHS Careers EHS jobs Environmental Headhunter Environmental jobs Occupational Safety PSM jobs Safety headhunter Safety Recruiter

The Resilient Job Seeker

Tue, 20 Dec 2022 14:45:01 GMT

The Resilient Job Seeker

-Sylvia Pena

Fall down seven times, stand up eight – Ancient Japanese proverb.

Attention job seekers: A new year is just days away. Now is a good time to take some quiet time to review things and get ready to start strong in 2023.

One of those things is your resilience. You’ve heard the word before. But have you delved into it?

Here are six elements of resilience to take a close look at to make sure that you are ready for the challenges to come.

Self – care is paramount! The essential ingredients are 1) Sleep 2) Exercise 3) Laugh & Love 4) Feed right (Mediterranean diet)

Trust yourself and Team up with others. 1) Believe in yourself. Know your value. 2) Get together with a small team, 2 to 4 people max. Meet regularly for support.

Relationships are key. Reach out to the people you know. Reach out to the people that they know.

Optimism is vital. Having a positive and hopeful out look on your future is so important. Develop a vision for yourself. Write it down and post it somewhere at home so you can see it every day. Focus on what is going well, as well as problem areas.

Never give up, no matter what.

Galvanize into Action.

These six ingredients spell out the word STRONG because that’s what you need to be to handle the challenges and adversity that come with a job search in today’s environment.

This edition of Here We Are. Now What? started with an old Japanese proverb, “Nana korobi, ya oki” which means “Fall down seven times, stand up eight.” The wisdom within that proverb says that Life may knock you down. But you can choose to get back up. To take the blows, over and over again. And keep going. Because you have a vision that is stronger than any setback. You have a purpose that is calling You through any storm.

About the author: Terrence “Terry” Seamon has been through job search multiple times. As a result, he has learned the importance of resilience. Now he shares this wisdom with others.

Follow Terry’s Newsletter at

https://www.linkedin.com/checkpoint/challenge/AgGmitLT2-N74QAAAYUxU9hp29rK_iGQcZKqmBboyMnNcN3eHqJJpTG-Z8jfj6BLqUiQ5Lhb5vxPOdJXJlNETIZP3e297Q?ut=2GCXOg_sUF6GA1