The ultimate game plan12/20/2023 ![]() For example, creating policies and procedures is not coaching, because it doesn’t motivate employees to work more safely. Some people misunderstand the role of coaching and what it can accomplish. If the safety coach takes the time to ensure that his fall protection is properly adjusted, the workers will take that step more seriously. Taking the time to get to know the craftspeople shows them that you have a genuine interest in their well-being.Īnother important factor in building credibility is doing what athletes call “walking the talk.” Modeling the safety attitudes you expect employees to follow enhances their validity and your credibility. Begin a conversation with Bill the electrician by asking him whether he did any fishing this weekend, and you’ll foster a better relationship than initiating a conversation by asking about the adequacy of a ground. Find out what they like to do when they’re not working. Learn their names and something about them. One of the best ways to do that is the simple act of getting to know the members of the teams. If they see the coach as a credible, trusted expert who helps them achieve more, you can count on the fact that the coach has a tremendous amount of respect for the players and their abilities. If you want to identify an excellent coach, ask the players. While few people will come out and admit it, that sense of self-satisfaction is every bit as important as their paychecks. When the job is done and nobody has been hurt, they’ll take pride in the role they played in making that happen. Ideally, motivation will also help the craftspeople develop a strong sense of ownership in every aspect of the process, including safety. Identifying those motivators helps the safety coach achieve the best performance from each team member. Another might take pride in faster-than-normal production. One worker might be motivated by quality. ![]() It can overcome the us-versus-them mentality that can lead to a variety of problems on the site, and encourage employees to perform beyond the normal expectations of their jobs.ĭifferent people will be motivated by different factors, so the safety coach’s feedback should focus on each individual’s source of motivation. By celebrating the team’s successes and supporting positive actions, the safety coach provides positive reinforcement to both individuals and the team as a whole. Recognizing that, the safety coach can tap into and develop the motivation to work safely. Just as players don’t join a team to fail, workers come to the site wanting to succeed. By recognizing the importance of both belonging and self-esteem, a safety coach can present information in ways that are more meaningful to employees. The two are closely related – belonging can come from a team environment and self-esteem can be improved based on the success of the team – and both will enhance an organization’s safety culture. Most of today’s workers have achieved the point at which their primary needs are a sense of belonging and self-esteem. As each need is met, an individual moves up the pyramid. Maslow’s pyramid begins with the most basic needs of survival. Psychologists explain worker needs by drawing upon the pyramid that Abraham Maslow developed. The key to motivating other people is to develop an understanding of their needs. A manager, foreman, or supervisor who performs his or her job like a coach, respecting the “players” and providing the right expertise at the right time, will generally achieve a higher level of safety.Ĭoaching is fundamentally about helping individuals do their best, so the team as a whole can do better. One type of coach on the “field” is a Safety Coach, who’s charged with reducing hazards and ensuring that nobody gets hurt. You’ll find all sorts of professional craftspeople with specialized skills, working under a common timetable to erect a structure under the guidance of supervisors. Shift your focus to a construction site, and you’ll have a similar situation. When something goes wrong in a game, the coach calls a timeout, and works with the team to change strategies. ![]() It’s the coach’s job to stay focused on the big picture, coordinate every player’s role, and help each achieve maximum performance. And point guards and centers have roles that evolve depending on the side of the court.Įven with all the right skills in place, teams usually need something else to help them succeed: coaching. A left tackle and a quarterback couldn’t be more different, but their actions must be perfectly synchronized. A pitcher and a third-basemen work just feet apart, but have separate responsibilities. Professional sports teams are groups of people who bring very different skills together to achieve victories.
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