The role of a safety manager in the construction industry is both a challenging and rewarding position. The demands of the position are enormous and varied and the safety manager is never going to get much recognition for the work they do or any credit. It is hard to quantify the issues that were prevented and the lives saved - a tree that never falls in the forest doesn’t make a sound after all. Some describe the job as 24/7 putting out fires and though that can happen when one gets reactive versus proactive, the best safety managers do their best to stay ahead of things and make sure there are no fires to put out. When people contact safety managers, it usually isn’t to share good news, but because there is a problem, so a big part of the position is problem solving and dealing with issues. Another aspect of being a safety professional is that for many of our customers it is a position which is seen as adversarial to production and is not highly respected. The safety managers are put into conflict constantly and have to deal with difficult people all the time, often trying to convince people to do things that they didn’t want to do in the first place. Yes, some people in safety are highly respected and valued in the professional but unfortunately for each one of them, there are many people who are not. Part of this negative perception comes from companies who lack the appropriate culture and don’t value safety in the first place and thus make short-sighted decisions. As an example, these types of companies often place injured workers or problem employees into the safety position with little forethought and unfortunately this often does a disservice to the profession. The other part of the negative perception is some of us do it to ourselves in our approach, our lack of experience/knowledge or in how we do business.
I always find the perceptions about safety professionals interesting. You have an individual who often has a degree or if not, has more training, credentials and certifications than most other field-based people on the project. Safety managers need to understand all the various rules, regulations etc. and be able to apply that to all scopes of work, so thus they also need to be well educated and experienced in all the trade and subtrade processes, means and methods. The role is highly technical and the manager needs to be able to communicate that detail to people from many different walks of life in a way that they can easily understand. The role also impacts the bottom line directly and indirectly in vast ways and thus the safety position often can be a huge profit center. Safety managers also serve as a bridge between the craft workers, field supervisors, project management, executive management, client reps and third-party inspectors. Good safety pros have a pulse on the field and culture of the project and can be powerful leaders and liaisons between all parties. Truly this is a unique and challenging role for which only people of special abilities excel. So what makes a good safety manager? I think that answer depends a lot on the specific role and needs of a company/project, the culture of that company etc. but in having interviewed, managed, worked with and interacted with many safety professionals in my career, I can definitely share some of the characteristics of those who do well in the role and those who do not. Here is what I look for when I am trying to find top class safety managers.
1. Strong Technical Skills
First things first, a good safety professional needs to know their business. If they don’t have a firm grasp of the hazards, risks and various safety rules that apply to the scope of work they are overseeing they are going to struggle and people who know their business will know instantly whether the safety manager knows what they are talking about or not. Nobody expects anyone to be able to cite section numbers and recite the code word for word, but one should know enough to have a pretty clear idea what is what and know where to look up the answers. Related to this, one pitfall I see many safety professionals take is that they feel the need to be the authority. Having the humility to say, “I think it is this, but I will double check and get back to you” is certainly better than opening our mouths and saying something that is not accurate which can quickly erode trust and respect.
Getting the technical skills and knowledge is best obtained through training, studying the code and perhaps most valuably, hands on-experience working in and around these activities. The ideal safety manager embraces continued education, is always learning and building on their skills.
2. Credentials
Related to technical skills, credentials have their place in the profession. This is not an endorsement of any specific credential but for commercial construction, the BCSP has done a great job of marketing their credentials to the point where these are now seen as minimum requirements by many construction employers and clients. I don’t think having a CSP or CHST instantly makes anyone smarter than they were before they had it and rather to me it is more a validation of the knowledge one already has but the process of studying for and taking the credentialing exam does provide learning opportunities, refreshes some information and rounds out the safety professional in those areas that may not always be utilized in daily practice. We all know someone who has a credential or degree in safety who couldn’t manage themselves out of a wet paper bag. No amount of credentials can replace experience, competence and common sense. This all said, more and more, rightly or wrongly, credentials are now part of the profession and open a lot of doors. There is a lot to be said about someone who recognizes where the industry is going and has done the work to apply, take and pass the test and keep that credential versus someone who has not. To me, that level of conscientiousness is admirable and the dedication and willingness to get the credential done speaks volumes about their drive and commitment to what they do. Not everyone is great at test taking but there are so many tools out there now to assist in the process, that there are few excuses anymore. Again, not everyone who has a credential is a solid safety manager, but on the flip side, the unwillingness to seek a credential shows that an individual is resistant to change, to self-growth and to betterment and personally I prefer working with people who are motivated to improve, better themselves and also shows they are committed to keeping up with the industry happenings.
3. Good Approach
How a safety manager interacts with the people they need to connect with on a daily basis is one of those soft skills that is vital. Nobody wants a safety cop, someone who is unreasonable or has zero communication skills. Nobody wants a person that is a talker, is ineffectual or is too friendly with everyone either. Finding that balance of friendly and kind versus professional, assertive and firm is a talent. Good safety managers have done the advance work to get to know people, form relationships, know their names etc. This goes a long way in becoming relatable, trusted, valued etc. Do they say hello, engage in small talk before they talk to them about a safety issue or do they just dive in and tell them what they are doing wrong or what they need to do? “Seagull safety” is not the approach we want to see – namely swooping in, squawking, pooping all over things and then flying away leaving a mess behind. The ideal approach is one where the person is treated with respect, talked to, coached, where the manager tries to help, tries to find common ground etc. Be respectful, be empathetic, don’t condescend, no yelling, no power trips etc. Asking questions about what the worker is doing, why they are doing it the way they are, how they could maybe do it better? Be a good listener. Having the humility to ask questions, learn and fully understand before one makes any judgments is a good skill. We will also learn a lot and further, that approach appeals to the other person’s expertise and knowledge which in general people appreciate. Everyone is trying to do a job, nobody wants to get hurt etc. We all have different ways of going about it and though some are knowingly cutting corners or playing games and should be dealt with accordingly, for the vast majority there are better ways to get people to do things than coming on strong, exerting authority etc. It is hard to gain respect, trust etc. this way and without trust and respect one cannot be as effective.
4. Personable
A good safety manager is a good communicator, personable and makes the effort to get to know people. If they are pleasant to be around, positive, are interested in others, show some of their personality (but keep the crazy stuff under wraps) and make themselves available to others, people will be attracted to them and go to them when they have questions and the safety manager will be someone that is trusted, respected etc. Not everybody can be a people person but those who are often make great safety managers. One of my former supervisors said that to be an effective safety manager on a project you needed to know everybody’s name, their children’s names, what they do etc. I believe he overstated things a bit but the overall message is on target. Safety managers don’t need to know people so well that they were having them over for Thanksgiving dinner necessarily, but well enough to be able to relate, understand who they are, what they are about, their interests, what motivates them etc. They have done the work of building relationships, finding common ground and establishing trust. Building relationships is part of the job and actually one of the more enjoyable aspects of the work in my opinion. There is a fine line between communication, talking about personal things, getting to know people as part of the job and just talking to people and not doing the job or taking people away from doing their job. The good safety manager should never be the person that never seems to be doing anything other than talking about their fantasy league picks, what they did last weekend etc. Good safety managers can relate and connect in a way that they are not being a distraction, a nuisance and impacting production. It is also not about making sure everyone likes the safety manager either – it is not a popularity contest and not everyone is going to like the safety manager. Everyone should however feel like the safety manager is approachable, trustworthy etc.
In being personable, be careful to make sure we are not excluding anyone – I know some safety pros who neglect the office and don’t build those relationships with the execs, PM, superintendents etc. because they feel the need to be in the field 100% of the time. They miss out on a huge part of their support network. I also know safety pros who spend too much time in the office and not enough in the field. I always found a good balance was about 80% field – 20% office though that depends a bit on the needs of the project.
The last bit about being personable and forming relationships, is that some people become very close with folks, so much so that they do things together outside of work. It is great to form those connections around shared interests, I would just caution to be careful about maintaining the professional boundaries. It can get difficult when hard choices need to be made with close friends or when others feel there is favoritism. Some can walk that line seamlessly and others struggle with establishing those boundaries.
5. Have a Strong Network
Related to being personable and communicating, an effective and strong safety manager should know the safety manager/lead supervisor for every trade on the project. They should invite them to the project, walk with them, get to know them, go to lunch or whatever it takes to build those networks especially when all is going well. Those relationships and that network is vital as the safety pro moves through their career and provides a great asset to getting things done and being effective on a project. These connections are also valuable trade specific resources and we can never know it all. Construction is a small world, people move around a lot and connections are vital. Safety professionals who have this network are often team players, personable, trusted, respected, etc. It also shows their mindset and maturity in their overall approach to the foreseeable challenges in the future.
6. Demonstrate Real Concern for People
How one communicates what they are trying to do and the reasons why matters. People are drawn to and trust those who demonstrate that they truly care for them and their wellbeing. If we come from a place of caring and respect versus one where we are writing people up, snapping photos and posting them on the wall of shame, etc. matters. If it is all about compliance, command and control and that the safety manager clearly doesn’t care who the person is as an individual or if they work on the job or not, this is readily seen. The ideal safety manager never takes things personally. Saying something like: “Look, I am trying to help you out here. I am not here to get up in your business, tell you how to work or do anything – you are free to do what you want. However, this project has certain requirements and if you continue doing what you are doing, it will impact your ability to continue to work here and in my experience may even impact your life and health. I have seen a lot of things in my time from people doing what you are doing and I don’t want to see that happen to you okay. I want you to finish this project in the same shape you came into it or better and leave proud of a job well done and with a little money in your pocket” is received a lot differently than “Put on your (insert your favorite curse word here) safety glasses or I am sending you home.” Intent matters and the best safety managers come from a place of caring, compassion and respect.
7. Dependability
The ideal safety professional shows up for work on time or even better ahead of time, every day, always. As the saying goes: “early is on-time, on-time is late, and late is unacceptable.” Safety managers need to be reliable and someone the team can count on to be at their post and taking care of business. For many safety professionals we are some of the first people on the project and are getting people through screening, completing orientations, reviewing JHA’s / Pretask Plans, completing morning huddles, getting permits signed, inspections done etc. Our teams are relying on us so everyone else can start their day efficiently, safely and on time. Nobody likes excuses or drama and everyone on the project has enough things to deal with that they don’t need to manage a staff member who can’t seem to get to work on time or at all, is hungover, not engaged, lacks a spark etc. If the safety manager’s personal life is getting in the way of their professional life, they need to fix the personal life. Stuff happens from time to time for everyone but if I see various personal issues consistently impacting work life I think very hard about working with that individual and usually don’t. If people can’t manage their personal lives in such a way that all this drama doesn’t spill over into work, then I can’t expect them to manage their work lives any better especially with all these distractions. I do understand that life is complex and things happen, including big issues (e.g. divorce, illness, death etc.) and provided these types of things are the exception, versus the norm, we can usually work around things. It usually comes down to communication, professionalism, a strong history of good performance and trust. Good workers and safety leaders are professional, conscientious in all they do and should set the example. Ideally, there should be no drama and the only things people should associate with a safety professional is their solid body of work.
8. Handles Escalation Well
One could write a complete article on proper escalation methods and it is beyond the scope of this discussion but I will summarize things by saying that this is perhaps one of the more common ways that safety managers get themselves into trouble. Some basics about escalation include measured responses, following the chain of command, overcommunicating, solid documentation, having the necessary backup/support, eliminating he said/she said scenarios etc. Staying calm and level-headed throughout and always keeping cool are crucial as well. Just like in sports, they always catch the person who retaliates and I can count many examples where the safety manager was provoked, targeted, assaulted (verbally or even physically) and because they reacted, they were removed from the project or otherwise disciplined and often the other party got a slap on the wrist or nothing at all. As a safety professional, we know better and again, we have to set the example. Though it is extremely hard sometimes, we have to stay professional at all times and stay above the fray.
Though we often have the authority to remove people from the project or implement disciplinary action, my preference is to have the safety professional removed entirely from the disciplinary process if possible. I see our role as to coach, support, advise, report etc. If we become the judge and executioner we are not as approachable, trusted etc. and again, it often doesn’t go well for us. We don’t hire the workers, dispatch them, give their reviews, decide on their bonuses, pay them etc. and I don’t feel we should be directly involved in terminating or removing anyone from projects. The only exception is if we have safety staff who are direct reports which of course we should be involved with. That exception aside, I see the role as making strong recommendations, helping facilitate the review process, providing decision makers with the information they need to make decisions etc. The direct supervisor should make the final call on what to do with their employee. Whatever that supervisor decides we need to be okay with and we cannot get too personally indebted into the end result. If we did our job and provided our teams with all the information they needed, usually management makes good decisions, but not always. Sometimes these decisions provide an opportunity to privately coach those supervisors after. I know many a safety professional who had a chip on their shoulder, ego, needed to show they had the authority etc. who got too personally indebted into these types of decisions and couldn’t let go. I have also seen safety pros who perhaps jumped the gun or in the heat of the moment tried to remove someone from the project only to get their legs cut out from underneath them and the person they were trying to remove not only became emboldened but remained on the project and undermined the safety manager at every turn. These types of things usually go poorly for the safety manager. Control, needing to be right and power plays are not leadership. When safety pros start removing people, disciplining, impacting livelihoods, impacting production etc. is where many problems start. The best ones maintain their poise, stay level-headed, keep themselves out of the mud and guide the worker’s direct supervisors to deal with and discipline their employees appropriately.
9. Brings Value
The best safety professionals add value to the project. They do this in multiple ways. It could be something simple like rolling up their sleeves to pick up some trash, replacing rebar caps, and pitching in to help wherever they can to truly helping people out and going the extra mile to assist a subcontractor with some paperwork, training or some task - all of it helps. Superintendents on projects have enough fires to put out and problems of their own they need to solve and it is our job to help support them and the project by dealing with things, solving problems etc. The last thing they need is a giant list of more problems. Take care of things, be proactive, lend a hand etc. Safety managers need to be careful about wanting to help so much that they feel their job is to make sure nothing makes it to the superintendent’s desk. That is a bear trap. When big things happen and escalate and they will from time to time, we will have wanted to make sure we have communicated everything to the team and that everyone who needs to be in the loop is. The ideal safety pro makes sure they are communicating what they are doing and understands what level and how much communication each member of the team needs/wants. Safety professionals can help or they can take on so much that they actually hinder. There is a difference between helping and enabling, but sometimes for the sake of the job schedule, a safety manager may need to be more involved to make things go smoother, particularly on those time sensitive items. Safety managers who can integrate themselves into the flow, keep things safe and keep production going are more highly valued. Those who are stopping work all the time to talk about things, hold a few meetings, exert their authority etc. aren’t as valued or usually well-liked either. Work stoppages are needed from time to time and we should never compromise on safety but it shouldn’t be the go to tactic for everything or even most things. Mostly I see those as power plays and the safety manager can often deal with things more efficiently. We can’t fix 30 years of poor ingrained safety behavior overnight but we can certainly solve the immediate issues while focusing on the long game too. It can be frustrating and thankless work, but it all helps.
10. Can Find the Grey
As any seasoned safety professional would attest to, safety is criteria dependent and thus safety determinations depend on a variety of factors. Things are not always black and white and oftentimes the required safety protocols or OSHA regulations that are there to guide us cannot feasibly or practicably address the necessary work tasks or demands. In these situations, finding the grey and coming up with a solid and safe work plan is vital. Good safety professionals can anticipate these issues and can often get ahead of them. They know how to negotiate these grey areas and help workers develop a plan to get the work done given the unique circumstances present without compromising safety. Sometimes, these plans are not 100% technically compliant but they do provide an equal and effective means to address the risk. To be clear, I am not advocating that safety professionals ignore the regulations and for some projects/clients absolute and strict compliance with the letter of the law is vital, but rather I am acknowledging the reality that things come up that were not planned, reasonably anticipated etc. for which strict adherence to the regulations would be extremely impactful if not infeasible or impractical. It is for those situations that I am talking about. Many safety managers early in their career only see things as black and white or fail to anticipate or understand the situation/problem. Nothing degrades a relationship more quickly than being seen as unreasonable, not willing to listen or difficult to work with.
11. Confident
Good safety professionals are not shy. If they see something they should feel comfortable speaking up and saying something. If someone is afraid to talk to someone or say something that is not an effective manager. A good safety manager should have a bit of swagger and confidence - not so confident that they think they know everything or come off as arrogant, but rather the confidence of knowing their business, the scope of work and the rules that come with it. Safety managers should know more about safety, risks, controls than anyone on the project and thus should feel comfortable and confident in addressing anything that comes up. Confidence does not equal arrogance. Confidence is believing in one’s self and abilities, arrogance is thinking they are better than others and acting accordingly. The safety pro should never be arrogant.
12. Disciplined
The ideal safety manager is disciplined. A safety manager can never compromise on safety and always needs to set the right example. They can’t take shortcuts on the job, always need to wear the right PPE, and ensure all the rules are followed at all times. If the safety professional cuts a corner they lose some of their integrity. Similarly, if the safety manager sees something they can’t just walk by and say nothing either. These are great ways to lose respect and trust.
Related to discipline, is consistency. Good safety managers apply the rules consistently to all and not being consistent can quickly destroy one’s credibility. As a leader, we don’t want to ever do anything that will lose the respect of the team. Making up things, applying double standards etc. can quickly undermine the safety manager’s efforts. If we don’t know the answer to something, admit we don’t know and then look it up. Trying to be the person with all the answers all the time will eventually catch the safety manager in a bear trap and it is okay to admit (and we should admit) when we are wrong when it happens.
13. Responsive
Good safety managers are responsive. If someone shares a safety concern we need to act on it. That action could be obvious or if it is less obvious we should follow-up with the person and let them know what we did, that we appreciate their concerns etc. If the safety professional is seen as someone who doesn’t do anything or responds to them, they will think they do not care and will stop reaching out to them. Responses need to be timely, targeted and we should thank the person who brought their concerns to us. Safety is sometimes used as a stick to gain leverage or retaliate between trades on a project, but in my experience most of those items that are brought up in these sorts of games are usually valid safety items, so we need to respond to them. I also find that the person using safety as a stick often has plenty of their own issues to address and these are good opportunities to help them clean up their own house if they want to maintain at least some of their dignity and self-respect.
14. Conscientious
Conscientiousness is doing one’s work to the best of our ability, all the time, being thorough etc. It takes effort, focus and requires consistency and patience. Most initiatives and changes don’t happen overnight so we need to be patient and persistent to see them through and see the impact. I want safety managers who are diligent, focused, conscientious etc. in their work, in their relationships, in their documentation and even in their appearance. We are professionals and we should not have sloppy reports with spelling errors and grammatical issues throughout. We should look professional as well and untucked, wrinkled and dirty clothes don’t send the right message either. Appearances matter and if we act, work, speak and look like a professional at all times, we should be treated as one and gain the trust and respect of our teams. If we are making the effort, day in and day out, that also shows and in doing so, we bring value and will achieve results. Nobody likes someone who isn’t pulling their weight or does not uphold the values of the project/company. Those people are a low-grade infection to the culture of the company/project in my opinion.
15. Humble
I always appreciate the safety manager who has humility. The ones who admit they don’t know everything, who will ask questions, seek answers from others, get the whole team involved and are open to suggestions from others are far more effective and less dangerous than those who think they know everything, think everyone else is stupid and act like they have all the answers already. The humble safety professional is often also the same one who will step up and take responsibility if they make a mistake, are wrong etc. It is okay to not be perfect, to admit we don’t know everything, to ask for help etc. – it is actually admirable - just don’t make making mistakes a habit or make the same mistake twice. The safety manager who acts like they are the know all/be all of safety on the site is not someone who inspires people. People don’t respond as favorably to arrogance, if they know someone won’t listen to them or act on their suggestions, talks poorly about others etc.
16. Honesty and Integrity
I have a difficult time tolerating people who lie and are dishonest. As the saying goes, lying liars lie. If a person can lie about one thing, they often are lying about other things too. If I can’t trust what they say, then I can’t trust what they do. I can’t have people work with me that I can’t trust. Also, with lying often comes other sorts of deceitful and dishonest behaviors and I prefer to work with people who are honest, who value the truth, are people of high moral character, that have integrity etc. I have found that there is far less drama and issues when working with people who are honest, have integrity etc.
Related, people who are negative, talk poorly about others and are overly critical of others are a red flag for me. Consistently speaking poorly of others is not only unprofessional and shows a lack of respect for others but how do I know that same person is not speaking poorly about me or my company to others. It also often shows a lack of personal responsibility or commitment to improving things. The ideal safety professional is conscientious in their image, is always positive, solution-oriented and works to create a positive work environment. Positive people are more trusted, respected and more well-liked.
Conclusion
That is the list. This is not a complete list but hopefully provides some insights into some of the things I look for in world class construction safety professionals. Worksites are dynamic places, with many activities going on and tons of things that need to be done at any given moment. The job is hard enough on its own but when you add in dealing with and trying to influence people, some of them who are having bad days or are difficult to deal with even on their good days, it can be infinitely harder. The ideal safety manager has a good combination of hard and soft skills that make them good employees, good teammates, good leaders and good people in general. Applying them in the framework of construction safety helps send people home safely each day and I for one am thankful to have had the opportunity to know many people who have taken on the challenge of being a safety professional and have been able to make these kinds of positive impacts each and every day.
