- Effectively use diagnostic tools and processes. "Professionals must have a repertoire of methods that will yield performance gaps and root causes," Ross explains in his Safety 2013 proceedings paper. His cited examples include the human performance improvement/technology model, and Mager and Pipe's performance analysis model.
- Find ways to influence, persuade and sell. Most organizational initiatives are successful when employees see the value and benefit of the change. Even if EHS professionals had positional power, and most do not, force is not always the best way to effect change. Adults have to see the WIFM (what’s in it for me), internalize the benefit and value, and then make a conscious decision to make a choice. If the reasons for change are not clearly evident (or clearly stated), compliance with the change is rarely successful.
- Develop solid leadership skills. "Areas such as communication, strategic visioning, valuing differences, motivating and measuring performance, servant-leadership and employee engagement are critical to success," Ross advises.
- Discover change management skills. "EHS professionals should recognize the need for change and be personally open to change, and they must also enable staff and peers to reevaluate roles and procedures, use organizational performance assessments to guide change and understand and apply strategies for handling negative responses to change," Ross says.
If you weren't able to attend this session during PDC, be sure to look for Chris's paper on the proceedings CD or look in the July 2013 issue of Professional Safety for information on ordering recorded sessions.