How does the administrative wing respond to scrutiny? We are wired to have a fight or flight response, but surely there is a better way for managers to handle pressure?
There are some great examples of managers who kept a pulse on the frontline while simultaneously gaining credibility in the boardroom for the knowledge they gained.
For example, everyone admires a manager who will show up and work with their own crew during times of stress. I can see one of two results could come from that play. Either the manager will show their staff that the job is completely do-able, or they will discover aspects of the work that are untenable for reasons they simply didn’t know about.
I’ve heard of auto manufacturing giants secretly working the factory line and discovering safety issues in the nuts and bolts of their top vehicle. Those findings saved lives and dollars both, but the immediate managers had thought it was a small and unimportant thing to mention when there were other fires to put out. By identifying the issue and making changes, they elevated the employee voice and set a new standard for managers to not dismiss staff complaints. That’s why managers working a shift on the frontline is a virtuous safety practice.
Managers cannot be there every moment, and most managers today are totally overwhelmed by their workload and expectations. So this is podcast is about setting some realistic opportunities to obtain vital safety information that could save you time and money rather than add to your existing burdens. These few shifts on the frontline can be a refocusing moment where all the swirling paperwork and demands become crystal clear and true-north priorities that are set by mission-critical moments you didn’t know existed.
By Gayle Porter
