POWER August 2012 - 19

formational measurement dashboards. If safety is such an important
priority or core value, how balanced and comparative are the average
measurements? Figure 1 shows a sample balanced scorecard. Figure 2
shows a sample transformational measurement dashboard.
Of course, measuring results is important; ignoring results
can be career-limiting. However, results alone do not identify
what actions must be taken to continue achieving them. Approach
a sampling of employees, tell them what the current
incident rate is, and ask what they can do to affect it. How
aligned are the responses with the reality of what the focus
needs to be? Also ask employees if they know how the incident
1. Balanced scorecard for safety excellence. If safety
excellence is defined in behavioral terms (what people need to do
to create positive results), it is observable and feedback is possible.
When this happens, the organization is effectively coaching
for performance, rather than managing results through a trial-anderror
strategy. Source: ProAct Safety
Results
■ Reorderable rate
■ Severity rate
■ Cost
Management
■ Training
■ Meeting
■ Communications
Transformational
safety focus
Performance
■ Common practice
■ Compliance
■ Engagement
Culture
■ Perceptions
■ Focus
■ Attitude
2. Transformational safety measurement dashboard.
For safety to become a core value, safety improvement cannot be
delegated. Key decision-makers need to be involved in the creation
and continuous evolution of the safety measurement strategy. Source:
ProAct Safety
rate is calculated. Unfortunately, you may be disappointed by
the answers you receive.
Identify Leading and Transformational Measurements
Working with many of the best safety-performing organizations
in the industry, I have created leading, comparative indicators
and overall transformational balanced scorecard safety measurement
systems. Consider collaborating with other leaders and influential
followers in your organization to answer the following
five questions. The answers to such questions (Figure 3) can facilitate
the transformation necessary for obtaining breakthrough
safety performance:
■ What does excellence look like in behavioral terms? What would
you see or hear the average employee, supervisor, manager, or
executive do or say that creates a sense of comfort that success
is near, because you are effectively working your plan and
executing your strategy? If safety excellence is defined in behavioral
terms (what people need to do to create the results),
it is observable. If it is observable, feedback is possible. When
this happens, the organization is effectively coaching for top
safety performance, rather than managing results through a
trial-and-error strategy.
■ How desirable are the current safety beliefs in the organization?
Beliefs influence decisions, behaviors, and stories told
throughout the organization. Desirable perceptions are a common
leading indicator in the industry, and measuring those
indicators through a perception survey is easier than many
realize. What would the desirable perceptions be, and what is
the current gap?
■ How does common practice compare to desired behaviors and
experiences? What is the reality of day-to-day activities compared
to what is desired?
■ How will you market safety at your facility? Yes, market safety.
Though it is often ignored, significant value is derived by
3. Developing leading transformational measurements.
The answers to these questions can help promote a successful
safety program at your facility. Source: ProAct Safety
1. What does
excellence look like in
behavioral terms?
Safety culture
excellence
leadership score
92%
Safety culture
excellence
maturity score
86%
4. How will you
market safety?
Incident rate
1.2%
Safety culture
excellence
practice score
79%
5. What initiatives
will support the safety
excellence strategy?
3. How does common
practice compare to
desired behaviors and
experiences?
2. How desirable
are the beliefs in the
organization?
20
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POWER | August 2012
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POWER August 2012

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