August 8, 2017
Many leaders are principle-driven, enlisting personal values and learnings toward guiding their actions that result in measurable improvements. In contrast, lesser leaders might be guided by out-of-sync principles that don’t achieve superior results. Worse, lowest-echelon performers either ignore the results of their actions or, worse, make excuses to justify they’re right and everyone else is wrong, typically blaming others or external factors. (“It’s not me or what I did, it’s them.” “Our workers are lazy, don’t care about their own Safety.”)
Law 1: Inertia. Often known as “A body at rest tends remain at rest; an body in motion tends to remain in motion,” it’s the principle of momentum that applies to more than just inert objects; people and organizations also tend to keep on keeping on. This reflects why changing anything can be difficult—whether a cultural status quo (“We don’t get many real suggestions for Safety improvements” or “People don’t report near misses”) or individual habits. (“They just don’t lift the right way so we continue to have back injuries.”)
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