Here are four areas in which great leaders are using words and actions to proactively shape a resilient safety culture:

Pursue accountability proactively

I’ve heard leaders boast “I’m not afraid to tell my team when they screw up!” But great leaders don’t wait until something negative happens to measure performance and provide feedback. Rather, great leaders define clear expectations early, equip their people with training and resources, regularly observe performance, and continuously provide feedback. They frequently reinforce preferred behaviors with positive recognition. If missteps occur, they get curious and provide coaching or systematic support so the circumstances can be corrected before something more serious happens.

I ask workshop participants, “If my 17-year-old comes home five minutes after curfew and I say nothing, what happens next?” Everyone laughs. We all know that if I say nothing, he might come home even later the next night. “What if he comes in five minutes early? What should I do then?” I ask. Because I’ve been talking to them about accountability, they know that the right answer is that I say something, because I want him to know that I’m paying attention to his performance. It’s this constant feedback, steering him into the right behaviors, that help us avoid larger errors. On the job site, inattention to detail and the absence of real-time feedback can lead to significant injury or damage.

Create connections between the people they lead

The leaders I work with are busy, and frequently they supervise worksites stretching over dozens of square miles (or more!). They simply cannot have their eyes on everyone, everywhere, all the time. And that’s why great safety leaders are proactively building connections with their teams, touch points that generate confidence in the culture and motivate safe behavior even when the boss isn’t around.

And it’s not just building relational connections. It’s also connecting safety to every facet of the operation so there is no decision, operation or process completed that excludes safety considerations. If we say “be safe” at the beginning of the shift, then we need to reinforce that message throughout the day with conversations that keep safety at the forefront.

Demonstrate commitment to safety by continuously growing credibility

In 1945, the doubling rate of information was estimated to be around 25 years. Today, it’s estimated to be at 12 hours. And new AI technologies will only increase the speed at which we acquire new information about our processes.  What does that mean for a leader? It means that what you need to know to maintain your credibility is constantly growing, so leaders must commit themselves to continuous learning – in leadership, process, quality, all facets of the operation.

I once had a workshop participant bravely raise his hand and ask, “What if I’m tired of learning new things?” If that’s true, it’s probably time for him to retire, because leaders must continually grow their knowledge and skill set to maintain credibility and guide people effectively. A great way to combine connectivity with credibility is to initiate safety learning from the experts in your business – the frontline employees who work amid hazards every day.

Build trust with the teams they lead

You don’t build trust by force of personality or by simply showing up. I imagine trust as a bank account. You make deposits by expressing individual care and concern for an employee (and their family), when you follow through on your commitments, and when you live out your values – especially when it costs you something. You withdraw from the account when you neglect to do these things or make decisions that adversely affect an individual.

Imagine your “trust accounts” with your team. Where do you stand? Are you making regular deposits into the trust account? Or is your account in the red? What specific actions are you taking to bring the balance of trust to your favor?