Safety must be a core practice of any organization that wants to recruit, develop and retain good employees.When an organization builds a culture of safety, they create an environment that communicates care for the employees. A key building block in the safety paradigm is the incorporation of personal protective equipment (PPE). As the governmental agency that is responsible for educating and overseeing workplace safety, OSHA has advised, “If PPE is to be used, a PPE program should be implemented. This program should address the hazards present; the selection, maintenance, and use of PPE; the training of employees; and monitoring of the program to ensure its ongoing effectiveness.” A culture of safety saves money by keeping an organization out of trouble and keeping employees on the job. According to OSHA, “It has been estimated that employers pay almost $1 billion per week for direct workers' compensation costs alone.” In case you missed it - that was per week. This means employees are getting injured at a rate that should not be acceptable and there is great incentive for companies to invest in improving their approach to safety. Let’s review eight keys to building a culture of safety, starting with personal protective equipment: 1.What is PPE PPE stands for Personal protective equipment. The employer is required to identify the hazards that exist in relationship to the scope of work that they are sending their employees out to complete. In the identification of those hazards the employer must provide training to mitigate those hazards as well as personal protective equipment to ensure safety of employees. To be clear, personal protective equipment does not remove all hazards for employees nor does it alleviate all liability for workplace safety for employers. OSHA states, “Controlling a hazard at its source is the best way to protect workers. However, when engineering, work practice and administrative controls are not feasible or do not provide sufficient protection, employers must provide personal protective equipment (PPE) to you and ensure its use.” Providing PPE to employees is one ingredient in the safety cake, to get the full taste there must be an effective training mechanism for helping employees to identify hazards as well properly utilize the equipment. 2.What is OSHA OSHA is the abbreviation for the Occupational Safety and Health Administration. OSHA operates as a part of the United States Department of Labor. OSHA was created by Congress through the Occupational Safety and Health Act of 1970 3.When is PPE necessary The United States Department of Labor states, “If PPE is to be used, a PPE program should be implemented.” Personal protective equipment should be used in collaboration with workplace and environmental controls to reduce hazard exposure of employees. As previously mentioned, employers are first responsible to enact controls for safety through:
4.What kind of PPE is necessary With regard to hazardous materials, OSHA 1910.120 App B covers the general description and discussion of the levels of protection and protective gear. In this section of OSHA there are four levels of personal protective equipment:
5.Who is responsible to provide PPE OSHA has created a handout to attempt to clarify who is responsible for providing personal protective equipment. “On May 15, 2008, a new OSHA rule about employer payment for PPE went into effect. With few exceptions, OSHA now requires employers to pay for personal protective equipment used to comply with OSHA standards.” 6.How does a team member properly put their PPE on, adjust, wear and take it off This is also referred to as don and doff. If the manner in which personal protective equipment is put on is incorrect then employees may be exposing themselves to hazards with a false sense of security. If the manner in which PPE is taken off is incorrect then the employees may be exposing themselves and their families to hazards by bringing contaminants home with them. If employees do not know how to properly put their PPE on or take it off then there is a dual threat of hazard exposure for the employee as well as liability exposure for for the employer. It is in the best interest of all parties to ensure this aspect of training is addressed.
7.What are the limitations of the PPE being used Personal protective equipment should be viewed as one component of a proper safety program. 360training.com has a helpful pictographic that includes limitations of PPE, “
8.What is the proper care, maintenance, useful life and disposal of the PPE OSHA expects that employees:
Competing in the marketplace requires organizations to recruit, develop and retain good employees. Once those employees are in the door they must be trained on how to perform their work safely which includes knowing how to identify hazards, what personal protective equipment to use and how to maintain their PPE. Building a culture of safety communicates to the team that the organization cares about them. Building a culture of safety is essential to being competitive as it helps to keep players in the game and significantly reduces the cost of preventable workplace injuries or illness. IZ Ventures - more than business coaching and consulting, we help you connect, collaborate and conquer.
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Understanding diversity and inclusion in the workplace is critical to success in the modern economyDiversity and inclusion are complex topics woven into the fabric of society as well as the current workplace environment. Our personal and professional development requires that we engage these issues in order to better understand this context and thrive in the modern marketplace. Amy C. Waninger has risen within the insurance industry as a key voice in helping professionals broaden their perspectives and achieve success in their journey. While some approach with trepidation, Amy helps to cast these subjects in another light, reminding us that failure to engage serves only to limit opportunities. In her book, Network Beyond Bias, she challenges us to, “Invest in people and ideas outside your own norms to create opportunities for yourself and others (p.95)." Her acclaimed book informs as well as inspires with insights that will educate the reader, including personal stories that help to make these topics approachable. We were grateful that Amy took a few moments out of her busy schedule to correspond in this interview. Do I understand correctly that you background is in software and IT? What brought you into that industry and how far have you gone with it? My first Bachelor's degree was in Criminal Justice, and I aspired to practice Civil Rights law. Just before graduation, I learned how much law school would cost. Then I learned the meaning of the phrase "pro bono." I decided instead to join the workforce, but I struggled to find a position that offered a path for growth. On the advice of a friend, I went back to school and earned a Bachelor's degree in Computer Science. The industry appealed to me because there was a shortage of software developers at that time, at the height of the Y2K frenzy. There were a number of bubbles and bursts in the years that followed, so I learned how to adapt quickly. I spent the last twelve years in progressive management roles, the most recent decade within the insurance industry. The highest position I have held is a Senior Management role within a Fortune 100 company. You started Lead at Any Level over a year ago, what was the impetus to get this venture off and running? A few experiences converged that led me to start a blog in 2017. First, I had been participating in Employee Resource Groups (ERGs) that had been launched by my employer. I was surprised and excited to learn that there was a business appetite for messages around diversity, equity, and inclusion. At the same time, I earned my Chartered Property Casualty Underwriter (CPCU) designation, a prestigious award within the insurance industry. The CPCU conferment in 2016 marked the first time I'd ever attended an industry conference. The experience was inspiring, and I began to think about how I could contribute to the industry beyond my "day job." I submitted a proposal for the following year's CPCU conference, and the committee accepted my proposal. I began working on the hour of content I would need to deliver for the conference. A couple months later, I attended the Out Women in Business Conference, where I met Jennifer Brown, a Diversity & Inclusion consultant and TED speaker. An idea began to form in my mind that I could build my own business around my passions. I blurted out my idea to Jennifer, and she said, "You totally should!" It seems silly, but that was all the encouragement I needed. I began building a social media presence, writing content for my blog, and developing workshop outlines to submit for conferences. What is one thing that is harder than you thought it would be as an entrepreneur and one thing that turned out to be a bit easier than you expected? For 2018 alone, I've booked over 35 public speaking engagements, including workshops, webinars, keynotes, and podcast interviews. I also wrote and published a book, which I'm sure we'll cover later. It's been a lot of work, but it's all been fun for me. Even the book was much less of a challenge than I expected, once I enlisted the right coach to help me through the process. The "hard" thing I didn't expect has been to develop services beyond the talks, and articulating to prospective clients what I have to offer. Take a moment to talk about the concept of Lead at Any Level, the name and concept is powerful and for me invokes the idea that we shouldn’t be waiting to become leaders but engage in leading from where we are. Can you elaborate on what you envision for leading at any level?
Not only did you start a business but you also wrote a book, Network Beyond Bias: Making Diversity a Competitive Advantage for Your Career. What did you see in the professional experience that prompted you to put pen to paper and speak into this area of need? Naming the book was as important to me as naming my business, so please allow me to answer your question by breaking down the title. Networking is a critical career management and leadership skill. Many of us fail to recognize our default behaviors or the perspectives that are missing in our networks. We may not be able to overcome or undo the biases that cause us to limit ourselves, but if we recognize them, we can move beyond them. I also wanted to be clear that the book is a tool for individuals' careers. So much literature exists on what companies or executives can do, and I felt there was an unanswered question in the marketplace: "Yes, but what can I do?" What in your personal and professional experience has brought you to the place where you feel so passionately about making a difference with regards to diversity and inclusion? Diversity and inclusion was important to me before I even knew what to call it. There are so many examples, anecdotes, and personal stories I could share -- and I do share many of them in the book. The common thread, I guess, is that I firmly believe everyone should have the opportunity to do their best work and contribute as much as possible to the world. There are so many problems to solve, and we need everyone's gifts to solve them. For those who are reading that are in a position of leadership what is one simple step they can take to make progress towards making a positive impact for diversity and inclusion within their teams? For current leaders who want to be more inclusive, start seeking diverse perspectives on purpose. If you don't do it on purpose, it will not happen by default. When I sit down with people to help them assess their professional networks, they are invariably confident that their networks are diverse. After a few minutes of putting pen to paper (this framework is described in Chapter 32), they typically say, "I have a lot of work to do, don't I?" For those who are employees, working their way up the ladder but still wanting to be a part of the change, what is one simple step that they can take to lead at their level? For professionals who are aspiring to higher positions in the corporate hierarchy, I offer this. So many corporate employees want the pay and prestige that come with leadership positions. They seek out high-profile projects, promotions, and executive sponsors. To really stand out in a company, though, you need to stand for something other than your own self-interest. Specifically, you can position yourself as a leader by being an ally to others. Resources for professionals wanting to learn more about diversity and inclusion
How gardening best practices can be applied to management and organizational behavior.Gardening best practices affect landscaping behavior. As you drive through your neighborhood, the conditions of the lawns either make you feel better about yourself or question your abilities. It may be much the same when you assess the conditions of the marketplace when you size up your competition. Beautifully manicured lawns are a site to behold and the majority of the population, the status quo, wonders who has the time and resources to maintain such a high level of performance. Management best practices affect organizational behavior. Status quo does not create success.Organizations that sit atop their industry are revered in much the same way that the best garden in your neighborhood is. How do they do it? What is it about these individual and team practices that lead to such a consistently high level of organizational behavior. We revere their productivity so what can we learn from their approach that will help us improve our own systems? What do we need to do in order to compete in that same level of success? Let’s explore some of the lessons and similarities between gardening and organizational behavior. Organizational behavior: The misuse of the grass isn’t greener ideologyThose in a position of leadership often lament how modern employees show no loyalty to organizations. A common phrase among short sighted leaders revolves around how employees will leave for fifty cents more to a sub-par competitor but they don’t realize, “The grass isn’t always greener on the other side.” Unfortunately the reverse isn’t true, its not as though organizations have remained distinctly loyal to their employees in a manner that would warrant reciprocal loyalty. In their book Insuring Tomorrow, Author’s Tony Canas and Carly Burnham discuss this workforce schism, “Millennials have a different definition of loyalty than previous generations did. For Millennials, loyalty means, ‘I worked very hard while I was there.” Both parties have grown to distrust each other and organizations that want to thrive will need to reinvest in means to demonstrate to their existing employees and recruits that they value performance. Organizational behavior: The cattle isn’t always fatter on the other sideOrganizations need to understand that the cattle on the other side of the fence aren’t always fatter. Leadership may think that their employees can be easily replaced, but it may be harder than they think to find good talent. Additionally, their competition may not be working with any greater talent than they are but perhaps their structure, systems and culture enable people to thrive in their areas of strength rather than focusing on their areas of weakness. Good gardening and good management practices facilitate organizational performance by working with what you have. If leadership does not want good employees leaving for marginal increases then they will need to create workplace environments that communicate greater value in the person, position and development of their team members. Leaders have to care for their gardens. Organizational behavior: The grass is greener where you water itDo you want your team to grow and thrive? You have to water it daily. Areas that you neglect in your yard become obvious rather quickly as the grass withers, flowering weeds pop up and crab grass infiltrates the landscape. Each of these conditions is a symptom of a lack of care or neglect in areas of your yard as well as your organization. Within the organization these indicators are not always as obvious, they require greater awareness of the people, processes and productivity of the team. What can we learn if we take a few of these under performing manifestations from gardening and apply them to organizational behavior? Management best practices: Withering grass within the team
Keys to change:
Management best practices: Flowering weeds within the organizationLandscaping that has flowering weeds is one that has the resources to flourish but there is a misapplication of effort and/or values. This team has resources and may well be stocked as well as staffed for success but negative behaviors are being rewarded. Greenery can be observed across the yard but it is riddled with weeds that from a distance appear to be flowers. This type of organizational behavior is common in high producing teams where structure is ignored. Cultures that are led exclusively by the numbers or results, regardless of the long term impacts are often the ones that fail to correct negative behaviors before they come back to bite them hard. Keys to change:
Management best practices: Crab grass woven into the fabric of the teamWhat is the definition of crabgrass? Crabgrass (n.) a creeping grass that can become a serious weed. This may be the more difficult of the three examples to identify and resolve as symptoms such as crabgrass are rather sneaky in how they infiltrate teams. From a distance it looks like its green and healthy but up close it isn’t right. The underlying leadership issues is the failure to identify and address issues when they are small. Bad behavior isn’t being rewarded but it also isn’t being addressed and the culture is not being proactively cultivated. This could be the wrong people on the bus, to borrow concepts from Jim Collins Good to Great, meaning team members that don’t fit the vision and values (if those are even clear). It could also be that the right people are on the team but they aren’t yet in the right positions and therefore are struggling to affect change due to misplacement. Keys to change:
Average effort applied to organizational behavior will result in below average team performanceAny business today that embraces the status quo as an operating principle is going to be on a death march. – Howard Schultz, former CEO of Starbucks If you want to have a presentable (above average) yard, it does not require a great deal of effort but it does require consistency. A good yard does not require super human abilities. To cultivate a beautiful yard, you will need to make an above average effort in the system and maintain consistency. A beautiful yard does not require a wizards touch. Much of the work is in the preparation of the yard in a manner that it can be maintained. Often the difference between the results is found in the consistency of the effort. Understanding the best practices for management and organizational behavior can help you move in the right direction for the performance of your team. Above average effort applied to organizational behavior will result in above average team performanceWe cannot effect meaningful change if we become complacent, if we become comfortable with our own positions in the status quo. – Cyril Ramaphosa, president of South Africa Good leaders find enjoyment in the challenge, the process and the results. Good leaders are not super heroes they just refuse to melt into the mess of the status quo. High performing organizations are not unicorns, they are composed of teams of people who take pride in performance and rise to the challenge of their competitive environment. There is no myth or mystery to consistently building towards high performance as an organization, it takes a lot of hard work. The tools for success include vision guiding effort, values directing productivity and consistency in the collective contributions of the team to reach the goals of the organization. IZ Ventures - more than business coaching and consulting, we help you connect, collaborate and conquer.
Six keys to leveraging positive conflict applied to team building. Whether you are a person in a position of leadership (PIAOPL) in an industry like property restoration, or any other business where people are involved, you are no stranger to conflict. The key in conflict is to embrace it and utilize it for something positive in the development of the culture of the organization. Our article published with Restoration and Remediation Magazine (R&R) will help you identify 6 Keys to Positive Organizational Conflict. Whenever you are dealing with people there will always be issues. Even good people have disagreements. The issue with disagreements is not in having them but in how we conduct ourselves. Leadership requires constant effort to improve one's will, skill and chill to rise to the ever evolving demands of the marketplace. There will be conflict. Will there be solutions? The key perspectives include distinguishing between constructive and destructive conflict. The questions those in a position of leadership must ask are, “Does the situation of resistance show someone who has made a mistake, someone who is processing the changes or someone who has decided to be an obstacle to progress?” See other articles included in publications such as Facility Management (FM) World, The Daily Positive, Young, Fabulous and Self-Employed (YFS), Project Management Times, Insurance (Ins) Nerds, Facility Executive, Business Analyst Times and more. Jon Isaacson is a freelance author helping organizations clarify their vision and get their message out, contact for inquiries. IZ Ventures - more than business coaching and consulting, we help you connect, collaborate and conquer.
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AuthorThoughts on personal and professional development. Jon Isaacson, The Intentional Restorer, is a contractor, author, and host of The DYOJO Podcast. The goal of The DYOJO is to help growth-minded restoration professionals shorten their DANG learning curve for personal and professional development. You can watch The DYOJO Podcast on YouTube on Thursdays or listen on your favorite podcast platform.
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