| Running Dynamic Safety Meetings |
In most organizations, expenditure of even relatively small items has to be budgeted and authorized. Yet a manager can call a meeting involving skilled operators who collectively cost the company several hundred dollars an hour, on a whim.
contributed by Ben Hardwick, Cincinnati, Ohio
At a managers’ meeting I was called in to recently, we spent about 20 minutes discussing the proposed purchase of a $200 manual. Then the chairman and one section leader got embroiled in a lengthy discussion of a scheduling problem that had nothing to do with the other six people present. The value of the time we wasted far exceeded the cost of the $200 manual.
For a team, however, meetings are generally essential for carrying out their objectives.
Teams need meetings to spread information, for training, resolving problems, planning. Meetings are not an interruption of work—they are the team’s work.
Every team aims to accomplish its duties competently and efficiently. This should hold no less true for safety meetings.
A well-run meeting can be a highly motivational, charged occasion in which everyone renews their enthusiasm for the team and its safety goals.
For many team members, meetings act as a barometer of the commitment of their associates, the dynamism and vision of the leadership, and an indication of whether
the team is going to flounder through lack of commitment, or pull together to
improve safety.
At the same time, employees who have spent their whole working lives following orders, do not overnight become comfortable in a setting where they are expected to contribute
their ideas.
How can you work towards making each of your team’s safety meetings a cost-effective, valuable use of time, and a power-charged opportunity to build cohesiveness and a sense of purpose?
Here are some suggestions
- Begin with a passion to continually make it better. Find ways to add value—for the team and for the individual members.
Resolve to make it a dynamic occasion that achieves its purpose, and leaves the participants feeling enthusiastic about their membership in the team and committed to safety. This means that a meeting should be carefully planned, with an agenda that is handed out at the start of the meeting, or sent ahead with the announcement. If you are going to ask certain team members to contribute
ideas to the meeting, give them advance notice so they will have time to prepare.
- Decide the purpose of the meeting. There are different types
of safety meetings: instructional sessions such as PPE training, information-sharing meetings, and meetings called to make safety commitments.
The meeting topics will dictate who should be present, who will be affected by the deliberations, and how the meeting will be run.
- Announce the meeting in advance. Unless it is a regularly scheduled meeting, tell everyone the purpose of the meeting ahead of time. Set a clear goal or goals for the meeting. The announcement should indicate the time and duration
of the meeting.
- Start the session on time. Do not permit interruptions to let stragglers catch up with what has been covered. If you are always punctual in starting meetings, people will learn to arrive on time. Team members will also appreciate your businesslike termination of the meeting on time, so that they can attend to other duties.
- Capture the spirit you intend to convey in the first few minutes. Are you bringing in an outside person? How will you introduce him or her? A quick, pertinent anecdote may help you to relax everyone and gain their attention.
- Keep notes of the topics that are discussed and action to be taken. Unless you expect team members to arrive with pen and paper, it is a good idea to have a few spare notepads available.
- Encourage participation. All contributions to the meeting must come through the chair. Never allow side discussions between participants. Make sure only one person speaks at a time, and keep them on topic. If needed, just say, “Please everyone, we have a lot to get through today, and I would be grateful if you would talk in turn. Otherwise we are just not going to cover everything.”
The only person who should interrupt a speaker is the chairperson. “Jack, excuse
me for a moment. We are not going to get new equipment. There is no point wishing for it.” If people ramble on or run off topic, find a way to cut them
short, politely but firmly. “That’s a terrific point and we really should consider it, Shirley. Do you mind if we get back to it later? We first need to follow the demonstration of our new respiratory equipment.” Try and gauge the tone of the meeting all the time. While you have everyone’s breathless interest and attention, the meeting is going well. If participants become restless or their attention wanders, it is time to quicken the pace or cut the discussion short.
- Provide recognition generously. Just about any meeting is a golden opportunity to recognize noteworthy safety contributions by team members. Those who receive recognition will enjoy the experience and wish to contribute more. Thank team members warmly for good ideas they bring forward, for their attention
and interest.
- Eliminate as many outside interruptions as possible. People walking in with announcements or questions, telephone calls, papers needing signature should not be allowed unless they are absolutely essential.
- Evaluate the meeting. Speaking organizations use an interesting technique for evaluating the quality of their regular meetings.
As the meeting closes, a previously selected member rises and gives constructive criticism of the meeting. He or she comments on punctuality, the control exercised by the chairperson, the contributions made by those present, and makes suggestions for improvements. We have tried this successfully in our company. It adds professionalism and keeps team members on their toes. If you decide not to go to this length, it is still a great idea to conduct your own private evaluation, or have a team member mention to you privately how he or she viewed the meeting.
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