In the early weeks of each year, countless safety professionals, like many others, set ambitious goals for improvement. Perhaps you've committed to conducting more frequent safety walks, having more meaningful conversations with your team, or implementing new safety protocols. Yet, despite our best intentions, many of these commitments fade by February. Why? The answer lies not in our actions, but in something far more fundamental: our values.
The Hidden Architecture of Behavior
When we attempt to change our behaviour without first examining our underlying values, we're building a house without a foundation. Research in psychological science has consistently shown that sustainable behavioural change occurs only when it aligns with our core values - the deeply held beliefs that guide our decisions and shape our worldview.
Consider this: A safety manager might struggle to maintain consistent safety walks not because they lack time or discipline, but because they haven't fully internalised the value of direct observation and engagement in safety leadership. The action (safety walks) isn't connected to a deeper personal value system that prioritises hands-on leadership and preventative safety measures.
Values as the Lens of Perception
Our values act as filters through which we perceive the world around us. When we truly value something, we notice opportunities related to it everywhere. This psychological principle explains why two different safety leaders can walk through the same workplace and notice entirely different things - one might focus on technical compliance while another spots opportunities for cultural improvement.
This filtering effect of values has profound implications for safety leadership. When safety becomes a core value rather than just a responsibility, leaders naturally:
Notice potential hazards more readily
Engage more authentically with team members about safety concerns
Feel personally invested in safety outcomes
Make decisions that prioritise long-term safety over short-term convenience
Transforming Safety Leadership Through Value Alignment
To create lasting change in safety leadership, we must first engage in honest self-reflection about our values. Here's a practical approach to aligning your values with safety leadership:
1. Value Discovery
Take time to examine your current value system. Ask yourself:
What aspects of safety leadership genuinely energise you?
Which safety outcomes make you feel most proud?
What safety-related activities do you naturally prioritise, even when no one is watching?
2. Value Integration
Once you've identified your core values, look for ways to integrate safety leadership into them. For example:
If you value mentorship, focus on developing safety champions within your team
If innovation drives you, channel that into improving safety systems and processes
If relationships are important to you, emphasise building trust through safety conversations
3. Value-Aligned Action
With your values clearly understood, choose actions that naturally flow from them. This alignment creates sustainable behaviour change because the actions feel authentic rather than forced.
Wrap-Up
Understanding and aligning our values isn't a quick fix - it's a foundational shift in how we approach safety leadership. When we lead from our values, safety becomes more than a series of tasks or procedures; it becomes an expression of who we are and what we stand for.
The next time you're planning to change your safety leadership behavior, start with your values. Ask yourself not just what you want to do differently, but why it matters to you personally. This deeper understanding will naturally guide your actions and create lasting positive change in your safety leadership journey.
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