Leaders who are expected to make regular and sustained improvements regarding the environment, health, and safety (EHS) need to impact each of their workers’ domains of attitude formation, not simply the behavioral.  And leaders who get engaged and directly involved with their workers have the best chance to connect on deeper levels, both emotionally and cognitively.  That means greater influence and success.

The very best leaders that I have worked with learn to drive out fear and create openness in communications with their workers.  These same leaders help to bring about confidence where it was lacking.  They bring about credibility by developing and investing in the skill sets of their followers.  And they don’t allow “admirable followers” to remain in a role of followership forever. Driving out fear helps to create confidence, which leads to credibility, conviction, courage to do the right thing even when nobody is watching.  And eventually, it can bring about collective efficacy and community – how’s that for a string of Cs? All of these characteristics help to create a culture for safety where people take action and lead because they are no longer fearful of reprimands but now have the skills, confidence, and credibility that others helped to develop within them.

The very best companies that have extreme success in EHS have invested appropriately in their workers, so each can find more of the leader within.

Pro golfer, Bubba Watson has said, “My dad taught me to be a leader or a follower, and he said follower ain’t fun. So I want to be the leader of Bubba Watson.”

Are you investing appropriately in others so they can become better EHS leaders and take ownership for ongoing EHS improvements?  Do you think it’s time to invest in more of your EHS followers so they can become more influential EHS leaders – for everyone around them – not just Bubba?