From Humbling Moments to Safety Progress
Stepping into a safety leadership role is an exciting time, one often accompanied by feelings of anxiety. New leaders just learning the ropes may question their ability to guide others, particularly workers with decades of field experience.
But transitions rarely begin with certainty. Moving from a field position to a safety role, for instance, changes the way we view the work. Procedures are no longer merely documents but an ongoing commitment to protect human lives. We can hone our safety leadership skills and cultivate confidence by consistently showing up for, listening to and working alongside our frontline employees.
Building the capacity to offer continuous, meaningful support is an especially valuable attribute during those times that test our workers. Nearly every crew eventually experiences a near miss or critical incident that exposes safety gaps and forces adaptation. While sometimes perceived as failures, we are wise to treat these humbling moments as opportunities to (1) learn in tandem with our crews and (2) assist in developing and refining hazard control strategies.
The most humbling moments can arrive quietly and unexpectedly: A job presents far more challenges than anticipated. A mistake compels us to recognize a personal oversight. Someone shows us grace that feels unearned. These events tend to stick with us long after they occur, reminders of our human fallibility – but that is a good thing. Humility is not a state of weakness; it is the strength to admit that we are still learning and growing. One essential component of our journey is taking adequate time to reflect upon past incidents and near misses. In this way, we can thoughtfully assess what went wrong, what role we may have played and what corrective actions are needed.
Mock Mayday Drills
Achieving real safety progress in the utility industry demands employee involvement at every level. Let’s invite our field crews to help shape the work that they will ultimately execute. Not only does this often improve team performance, but leadership decisions guided by frontline input typically result in more relevant and practical training and procedures, boosting worker adoption rates.
Conducting mock mayday drills is one excellent way to collaboratively enhance emergency preparedness in the field. Ask crews, police, fire, dispatch, medical responders and system operators to participate. Add cameras and recorded radio traffic to heighten the tension.
Mock drills introduce complexity and discomfort into a controlled work environment. They are purposely designed to expose safety and knowledge gaps, highlight uncertainties and push teams to operate under pressure. Participating field crews understand that they are being observed and evaluated, which could prompt hesitation or resistance. Still, for organizations committed to the process – mistakes included – periodic mock drills are a profoundly effective way to build crew confidence and readiness.
During one such exercise that I’m aware of, a team was tasked with performing a bucket rescue following a mock electrical contact. Post-drill input from dispatchers, first responders and the rescue team underscored their shared understanding: preparation matters. Lessons learned during the drill were captured, reviewed and applied, ultimately becoming part of an ongoing training cycle.
That shared understanding proved to be a literal lifesaver months later, when team members received a real mayday call. They were able to successfully resolve the situation using planning skills, communication techniques and experiential knowledge acquired during their employer’s mock drill.
Beyond the field, intentional conversations with coworkers, peers and subject matter experts provide opportunities to expand both our leadership skills and our emergency preparedness. We must consider attending professional development conferences and industry meetings, even if the idea spurs feelings of intimidation. Meaningful safety progress requires all of us to collaborate, share resources and learn together.
Conclusion
Safety leaders deliver value to the utility industry workforce by consistently showing up in the field, asking thoughtful questions, listening to understand, applying lessons learned and providing ongoing crew support. We are not required to know everything to continue moving safety forward, but progress does depend on our capacity to remain humble, curious, teachable, open-minded, objective and inclusive of others.
About the Author: Brandon Kluthe is the safety coordinator for the City of Grand Island Utilities in Nebraska. He has 25 years of experience in the electric industry, including 14 years in underground electric distribution.