Leadership Perspectives on Safety and Health with Ross Boeker

Ross Boeker, Manager of Safety Services at Vulcan Materials, joins Emily to discuss shifting safety leadership from "command and control" to a growth mindset. Exploring how "humble inquiry" and experimentation bridge the gap between corporate policy and field reality, Ross shares how a failed PPE mandate and a successful road project demonstrated that involving workers builds the trust and ownership necessary for better safety results and compliance.

Main Themes:

From Clarity in Chaos by Megan Tranter: “A crucial element of leading with a growth mindset is encouraging experimentation.”

From Next Generation Safety Leadership by Clive Lloyd:

• Trust doesn’t exist outside of a relationship.

• Trust is relational, not structural.

• Trust is the primary currency for leaders.

• Without trust, even the best programs and initiatives will not be embraced.

• Workers don’t “own” problems when they aren’t involved in solving them.

Ways to Build Trust:

• Develop a relationship, even if it is just a few moments in the field, to develop a “micro-relationship” and build some rapport.

• Understand that simply saying your door is open is not effective if you have not made it safe for people to bring you problems. Also, “open door” suggests people must come to you, rather than you actually engaging them where they are at.

• Be humble, solicit input, and accept input even if you haven’t asked for it. Your eyes may be opened to obstacles you did not know existed.

• Don’t show up as the “knower of things.”

• Engaging in what Ed Schein called “Humble Inquiry” builds trust, shows that you don’t have all the answers, but are genuinely interested in learning and pursuing mutual gains.

• When asked for guidance or assistance that you aren’t necessarily able to provide, offer to work through it together (and LEARN together).

Toolbox Talk Discussion Questions:

1. In this episode, Emily and Ross talk about leadership perspectives on safety and health, and what a growth mindset can mean when working in this field. Do you feel like we have a culture where people can suggest process improvements to safety and health policies?

2. Ross shares an example of a policy that was written with boots on the ground input, shelved at the management level, then later implemented. What does this example show us about the benefits of policies that start with the people on the ground?

3. Does anyone have a story they would like to share about a leadership interaction that made them feel their input was valuable?

Key Takeaways:

• "When you allow stakeholders to experiment and have input, that leads to innovation and really a greater sense of ownership."

• "A leader with a growth mindset knows the importance of modeling vulnerability. Showing that you don’t have all the answers... demonstrates authenticity and openness, which creates trust."

Links:

• National Stone, Sand & Gravel Association website

• Take Control: Prevent Serious Injuries and Fatalities: https://www.nssga.org/industry-priorities/health-safety/take-control-prevent-serious-injuries-and-fatalities

• Ross Boeker on LinkedIn: https://www.linkedin.com/in/ross-boeker-csp-meng-3017a813/

• Clarity and Chaos by Megan Tranter: https://megantranter.com/book/

• Next Generation Safety Leadership by Clive Lloyd: https://www.indigo.ca/en-ca/next-generation-safety-leadership-from-compliance-to-care/9780367509569.html

• Humble Inquiry by Edgar Schein: https://www.amazon.ca/HUMBLE-INQUIRY-SCHEIN-EDGAR-H/dp/1626562547