In this powerful episode recorded live at the iP Utility Safety Conference in Charleston, Brent Jeffries of Bierer Meters and Billy Martin of Think Tank Project LLC dive deep into the overlooked element of utility safety: human connection. They explore how emotional energy, team environment, and psychological safety can make or break a crew’s performance. From “rebuilding the energy wheel” to becoming the invisible force of change, this conversation reveals the power of empathy, intention, and interaction in keeping utility workers safe.

Key Takeaways:

• Connection is a safety tool: Emotional and interpersonal connection within teams enhances decision-making and reduces risk.

• The “11th element” in energy systems is people—and they must be factored into hazard assessments.

• Environment shapes behavior: A supportive work environment directly impacts performance and longevity, as seen through both human and animal examples.

• Words have power: Negative language can become a hazard; leaders should speak with intention to neutralize risk.

• Small gestures spark change: Simple acts like eye contact, encouragement, or a check-in can be the catalyst for major cultural shifts.

 5 Questions & Answers:

Q1: What is the “11th element” Brant refers to in his energy wheel?

A: It’s people—the human factor often missing when discussing risks from energy sources. People introduce variables that can either mitigate or magnify those risks.

Q2: Why is eye contact in meetings and safety talks so important?

A: According to studies referenced by Billy, eye contact synchronizes brainwaves and builds engagement, making communication more impactful and meaningful.

Q3: How can leaders positively shift a team’s culture?

A: By creating an environment of trust, curiosity, and communication. Even small, positive interactions can interrupt negativity and ripple into long-term change.

Q4: Why is it important to not wait for policy to make safety changes?

A: As Billy shared, real change often comes too late. Leaders should act on what’s right now instead of waiting for approval or regulation.

Q5: How does the “wind” analogy apply to utility safety?

A: Wind represents invisible forces—like morale, communication, and emotions—that shape outcomes. Leaders can’t always see them, but they can harness and redirect them.

#UtilitySafety #HumanPerformance #SafetyLeadership #WorkplaceCulture #EmotionalIntelligence #SafetyInnovation

In this episode of Built In, Not Bolted On, host Doug Hill sits down with safety leader and educator David McPeak to explore the real keys to successful Human and Organizational Performance (HOP). Through storytelling, relatable analogies, and a few laughs, they break down the power of caring leadership, building a just culture, the dangers of overcomplicating safety systems, and the importance of embedding safety into the DNA of an organization. From tools like “E + R = O” to the “village-by-village” model of influence, this episode provides a practical, people-first look at how to make safety initiatives stick—for good.

Key Takeaways:

1. Culture eats strategy for breakfast. Safety systems must be embedded into the culture—not simply bolted on as compliance requirements.

2. Toxic culture is a showstopper. No safety program will succeed in an environment that lacks trust, respect, and accountability.

3. Success starts with relationships. Building strong, caring teams helps create the psychological safety needed to speak up and improve performance.

4. Don’t overcomplicate safety. Practical, repeatable tools that workers understand and use in context matter more than complex policies.

5. Peer-level champions and simple tools like “E + R = O” and performance mode awareness can drive real change from the ground up.

5 Relevant Questions & Answers:

Q1: What’s the key to implementing effective Human and Organizational Performance (HOP) strategies?

A1: Commitment and time. It’s not about quick fixes—it’s about embedding care, consistency, and communication into every level of the organization.

Q2: Why do many safety programs fail?

A2: They’re often implemented in toxic cultures or made too complex. Without foundational trust and simple, relatable tools, programs won’t stick.

Q3: How can you tell if a safety initiative is “built in” versus “bolted on”?

A3: “Built-in” programs are part of daily work, language, and habits. “Bolted-on” programs feel forced, top-down, and are quickly abandoned.

Q4: What role do performance modes play in safety?

A4: Understanding if a worker is in skill-, rule-, or knowledge-based mode helps choose the right tool—like saying it out loud, step-by-step checks, or stopping work to seek help.

Q5: How can leaders support cultural safety transformation?

A5: By modeling desired behaviors, creating a safe space for feedback, understanding how each role sees safety, and helping translate tools into all departments—not just field crews.

#BuiltInNotBoltedOn #UtilitySafety #HumanPerformance #SafetyCulture

#OrganizationalLeadership #JustCulture