It takes at least two people to have a conversation. For a conversation to be effective, each person needs to alternatively talk and listen. Unfortunately, some leaders are prone to lecturing, with very little listening. This ineffective communication style isn’t isolated to senior leaders who ascribe to the command-and-control approach to management. It can be seen at all levels of organizations.
The prevalent communication style of managers and supervisors is a barometer of the safety culture. Occasional, one-way safety conversations are telltale signs of a culture of compliance. Frequent, interactive safety conversations are indicative of a culture of commitment.
As indicated in a previous post, the motive for having a conversation significantly influences the safety culture. To recap:
- If the reason you have any safety conversation is to exert control, the approach will be to criticize and seek compliance through correction.
- If the reason you have any safety conversation is because you care, the approach will be to coach and seek commitment through collaboration.
One communication model1 suggests that an effective organizational conversation has four attributes: intimacy (building trust and listening), interactivity (promoting discussion), inclusion (collaborating on solutions), and intentionality (sharing a common purpose).
In this article, I introduce a guide for an effective safety conversation – one that starts with caring. This guide incorporates the four attributes of an effective conversation. It also stimulates a conversation that enables coaching and collaboration.