Workplace Safety Quotes

Subject: Get back to work Missy, You're distracting me from the very important topic of workplace safety. How would you feel if I improperly climbed a ladder due to not learning the proper procedure and then fell to my death? Always, The Boy You Dream About P.S. I'm also a lost prince from a faraway land. Want to do me now?

The goal of the Deep Southern oligarchy has been consistent for over four centuries: to control and maintain a one-party state with a colonial-style economy based on large-scale agriculture and the extraction of primary resources by a compliant, poorly educated, low-wage workforce with as few labor, workplace safety, health care, and environmental regulations as possible.

Safety is really important in the workplace. And ensuring safety is the responsibility of both employers and employees.

Child Labor laws, the minimum wage, workplace safety regulations, and other protections we now take for granted, came about when we chose to place the wellbeing of people above money. There are losers and winners. There are losers because there are winners. 'Every condition exists,' Martin Luther King, Jr. once wrote, 'simply because someone profits by its existence.

For knowledge work to flourish, the workplace must be one where people feel able to share their knowledge! This means sharing concerns, questions, mistakes, and half-formed ideas.

Hierarchy (or, more specifically, the fear it creates when not handled well) reduces psychological safety.

Our own attitude is that we are charged with discovering the best way of doing everything.

Finding out that you are wrong is even more valuable than being right, because you are learning.

Reporting and dealing with workplace health and safety issues is the fastest route to unemployment.

Staying silent about workplace health and safety issues is the fastest route to sickness, disease and death.

Psychological safety is the key to creating a workplace where people can be confident enough to act without undue fear of being ridiculed, punished, or fired – and be humble enough to openly doubt what is believed and done. As Amy Edmondson’s research shows, psychological safety emerges when those in power persistently praise, reward, and promote people who have the courage to act, talk about their doubts, successes, and failures, and work doggedly to do things better the next time.

The first big step is to repair the safety net so that workers and families are no longer at perpetual risk of falling through and drowning, as millions have in the pandemic. This means essentially extending the New Deal to more Americans in more areas of their lives: universal health care, child care, paid family and sick leave, stronger workplace safety protections, unemployment insurance that doesn’t fail in a crisis, a living minimum wage. These are the basis for any decent life, for any American to do more than survive just below the misery line.

Cheating and covering up are natural by-products of a top-down culture that does not accept “no” or “it can't be done” for an answer. But combining this culture with a belief that a brilliant strategy formulated in the past will hold indefinitely into the future becomes a certain recipe for failure.

I have been through the OSHA system twice and I can confirm that I did not have the right to a safe workplace or whistle-blower protection on either occasion.

Researching the workplace damage to my health has turned into a fascinating voyage of discovery.

High standards in a context where there is uncertainty or interdependence (or both) combined with a lack of psychological safety comprise a recipe for suboptimal performance.

Occupational Safety and Health Administration (OSHA) appears to have matured into a corporate government department that strips workers of their legal rights instead of protecting them.

Low levels of psychological safety can create a culture of silence. They can also create a Cassandra culture – an environment in which speaking up is belittled and warnings go unheeded.

Hydrogen sulfide is so swiftly lethal that farm- and workplace-safety organizations urge anyone who enters a manure pit or attempts to clear a blocked sewage pipe to wear a self-contained breathing apparatus.

It is clear that the protective functions of workplace health and safety have transferred to the workers through the process of corporate government deregulation and reduced funding of relevant government departments.

Lacking a sense of psychological safety, people shut down, often without realizing it. They are less likely to seek or accept feedback and also less likely to experiment, to discuss errors, and to speak up about potential or actual problems.

What I hope is clear at this point is that you don't have to be the boss to be a leader. The leader's job is to create and nurture the culture we all need to do our best work. And so anytime you play a role in doing that, you are exercising leadership.

since the 1974 Health and Safety at Work Act, workplace fatalities in the UK have dropped by 85%. But there is a caveat to this good news story. While serious injuries at work have been decreasing for men, there is evidence that they have been increasing among women.7 The rise in serious injuries among female workers is linked to the gender data gap: with occupational research traditionally having been focused on male-dominated industries, our knowledge of how to prevent injuries in women is patchy to say the least.

To understand why psychological safety promotes performance, we have to step back to reconsider the nature of so much of the work in today's organizations. With routine, predictable, modular work on the decline, more and more of the tasks that people do require judgment, coping with uncertainty, suggesting new ideas, and coordinating and communicating with others. This means that voice is mission critical. And so, for anything but the most independent or routine work, psychological safety is intimately tied to freeing people up to pursue excellence.

Our obsession with scarcity makes us take for granted the very things that our survival depends on—air, water, climate, food, safety or even relationships. It’s only when something critically important becomes scarce and hence expensive that the human mind begins to acknowledge its value.

Perhaps most stunning thing about the VW emissions debacle is that it's by no means a singular event. The same script – unreachable target goals, a command-and-control hierarchy that motivates by fear, and people afraid to lose their jobs if they fail – has been repeated again and again. In part that's because it's a script that was useful in the past, when goals were reachable, progress directly observable, and tasks largely individually executed. Under those conditions, people could be compelled to reach them simply by fear and intimidation. The problem is that, in today's volatile, uncertain, complex, and ambiguous (VUCA) world, this is no longer a script that's good for business. Rather than success, it's a playbook that invites avoidable, and often painfully public, failure.

Don’t you dare forget this place, they said. I think you’ll eventually maybe make something of yourself out east. One reason why I’m letting you go. But don’t you ever, ever, ever become one of those people nose in the air, calling all this—Tig gestured around wildly—flyover country. Thinking we’re just about beer and cheese and serial killers and corn. Things happen here. Happened here. This place is part of why the rest of this stupid godforsaken nation has child labor laws and workplace safety and unemployment insurance. Why we have weekends and an eight-hour workday. We had forty years of actual socialist city government, democratically elected, here. Only city in the nation. FDR was inspired by what happened here. When he dreamed up his lil New Deal and shit. Milwaukee, baby. We have real history. Remember us right.

Musk had wrought one of the greatest shifts in corporate culture ever. Twitter had gone from being among the most nurturing workplaces, replete with free artisanal meals and yoga studios and paid rest days and concern for “psychological safety,” to the other extreme. He did it not only for cost reasons. He preferred a scrappy, hard-driven environment where rabid warriors felt psychological danger rather than comfort.

During the early stages of the Covid-19 lockdown, prominent newspaper columnists defended their right to have someone clean their homes, even at significant risk to their health, on dubiously feminist grounds. Their argument was that without outsourcing domestic work it would be women who had to do the bulk of it. We might wonder if their cleaners were not also women. When the journalist Owen Jones criticised the cavalier attitude that employers of cleaners were taking to workplace safety, he was accused of sexism. His accusers claimed to be fighting the idea that women have some natural duty or propensity to cleaning but the upshot of their argument was that it is fine for some other – i.e. poorer, usually migrant – women to pick up after them. Escaping the confines of the domestic feminine was their individual prerogative, not a shared horizon for all women.

Psychological safety is broadly defined as a climate in which people are comfortable expressing and being themselves. More specifically, when people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution. They are confident that they can speak up and won't be humiliated, ignored, or blamed. They know they can ask questions when they are unsure about something. They tend to trust and respect their colleagues. When a work environment has reasonably high psychological safety, good things happen: mistakes are reported quickly so that prompt corrective action can be taken; seamless coordination across groups or departments is enabled, and potentially game-changing ideas for innovation are shared. In short, psychological safety is a crucial source of value creation in organizations operating in a complex, changing environment.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

of the Deep Southern oligarchy has been consistent for over four centuries: to control and maintain a one-party state with a colonial-style economy based on large-scale agriculture and the extraction of primary resources by a compliant, poorly educated, low-wage workforce with as few labor, workplace safety, health care, and environmental regulations as possible. On being compelled by force of arms to give up their slave workforce, Deep Southerners developed caste and sharecropper systems to meet their labor needs, as well as a system of poll taxes and literacy tests to keep former slaves and white rabble out of the political process. When these systems were challenged by African Americans and the federal government, they rallied poor whites in their nation, in Tidewater, and in Appalachia to their cause through fearmongering: The races would mix. Daughters would be defiled. Yankees would take away their guns and Bibles and convert their children to secular humanism, environmentalism, communism, and homosexuality. Their political hirelings discussed criminalizing abortion, protecting the flag from flag burners, stopping illegal immigration, and scaling back government spending when on the campaign trail; once in office, they focused on cutting taxes for the wealthy, funneling massive subsidies to the oligarchs’ agribusinesses and oil companies, eliminating labor and environmental regulations, creating “guest worker” programs to secure cheap farm labor from the developing world, and poaching manufacturing jobs from higher-wage unionized industries in Yankeedom, New Netherland, or the Midlands. It’s a strategy financial analyst Stephen Cummings has likened to “a high-technology version of the plantation economy of the Old South,” with the working and middle classes playing the role of sharecroppers.[1] For the oligarchs the greatest challenge has been getting Greater Appalachia into their coalition and keeping it there. Appalachia has relatively few African

The National Institute of Standards and Technology has provided a preliminary estimation that between 16,400 and 18,800 civilians were in the WTC complex as of 8:46 am on September 11. At most 2,152 individual died in the WTC complex who were not 1) fire or police first responders, 2) security or fire safety personnel of the WTC or individual companies, 3) volunteer civilians who ran to the WTC after the planes' impact to help others or, 4) on the two planes that crashed into the Twin Towers. Out of this total number of fatalities, we can account for the workplace location of 2,052 individuals, or 95.35 percent. Of this number, 1,942 or 94.64 percent either worked or were supposed to attend a meeting at or above the respective impact zones of the Twin Towers; only 110, or 5.36 percent of those who died, worked below the impact zone. While a given person's office location at the WTC does not definitively indicate where that individual died that morning or whether he or she could have evacuated, these data strongly suggest that the evacuation was a success for civilians below the impact zone.

Here, after all, is a rebellion against “the establishment” that has wound up cutting the tax on inherited estates. Here is a movement whose response to the power structure is to make the rich even richer; whose answer to the inexorable degradation of working-class life is to lash out angrily at labor unions and liberal workplace-safety programs; whose solution to the rise of ignorance in America is to pull the rug out from under public education.

If we acknowledge that housing is a basic right of all Americans, then we must think differently about another right: the right to make as much money as possible by providing families with housing- and especially to profit excessively from the less fortunate. Since the founding of this country, a long line of American visionaries have called for a more balanced relationship, one that protects people from the profit motive, "not to destroy individualism," in Franklin D. Roosevelt's words, "but to protect it." Child labor laws, the minimum wage, workplace safety regulations, and other protections we now take for granted came about when we chose to place the well-being of people above money. There are losers and winners. There are losers because there are winners. "Every condition exists," Martin Luther King Jr. once wrote, "simply because someone profits by its existence. This economic exploitation is crystallized in the slum.

Masks do literally nothing to protect you from disease transmission. That mask is not protecting anyone around you at all! It’s illegal to force employees in the workplace to wear masks without testing to see if they can medically tolerate it first!" —Tammy Clark, US OSHA (Occupational Safety and Health Administration) "Masks are actually dangerous." —Kristen Meghan, US OSHA (Occupational Safety and Health Administration) "There’s no evidence supporting universal mask use and there’s even less scientific support for lockdowns.

Don't just design to inform, design your training for impact.

When I worked at the Mauna Kea Observatories in Hawaii, it was a mismanaged group of telescopes with many OSHA workplace violations.

Another way to foster a sense of belonging for employees is to form teams that are encouraged to engage in collective problem-solving. This affords regular opportunities for all members of the teams to express their views and contribute their talents. But leaders of these teams should establish the norm that colleagues treat each other with respect, making room for everyone in discussions and listening thoughtfully to one another. As we saw with high-status students leading the way in establishing an antibullying norm in schools, managers, as the highest-status member of a team, can set powerful norms. A key goal is foster what leadership scholar Amy Edmonson calls psychological safety, which she describes as "the belief that the environment is safe for interpersonal risk taking. People feel able to speak up when needed--with relevant ideas, questions, or concerns--without being shut down in a gratuitous way. Psychological safety is present when colleagues trust and respect each other and feel able, even obligated, to be candid." No matter how ingenious or talented individual team members are, if the climate does not foster the psychological safety people need to express themselves, they are likely to hold back on valuable input.

At Streval Structural Evaluation we are leading building control inspectors. We are a widely respected and successful company which has helped structural engineering consultants and specialist clients for many years. Contact us today. Employers need to have mansafe systems in place because it could save lives and prevent workplace injuries. When an accident happens, the safety of employees is the most important thing.

Fowler, like other new Uber hires, had been advised of the company's core values.47 Several of those values were likely to have contributed to a psychologically unsafe environment. For example, “super-pumpedness,” especially central to the company, involved a can-do attitude and doing whatever it took to move the company forward. This often meant working long hours, not in itself a hallmark of a psychologically unsafe environment; Fowler seems to have relished the intellectual challenges and makes a point to say that she is “proud” of the engineering work she and her team did. But super-pumpedness, with its allusions to the sports arena and male hormones, seems to have been a harbinger of the bad times to come. Another core value was to “make bold bets,” which was interpreted as asking for forgiveness rather than permission. In other words, it was better to cross a line, be found out wrong, and ask for forgiveness than it was to ask permission to transgress in the first place. Another value, “meritocracy and toe-stepping,” meant that employees were incented to work autonomously, rather than in teams, and cause pain to others to get things done and move forward, even if it meant damaging some relationships along the way.48

In 1917, the Supreme Court overturned the racial zoning ordinance of Louisville, Kentucky, where many neighborhoods included both races before twentieth-century segregation. The case, Buchanan v. Warley, involved an African American’s attempt to purchase property on an integrated block where there were already two black and eight white households. The Court majority was enamored of the idea that the central purpose of the Fourteenth Amendment was not to protect the rights of freed slaves but a business rule: “freedom of contract.” Relying on this interpretation, the Court had struck down minimum wage and workplace safety laws on the grounds that they interfered with the right of workers and business owners to negotiate individual employment conditions without government interference. Similarly, the Court ruled that racial zoning ordinances interfered with the right of a property owner to sell to whomever he pleased.

The IOSH Managing Safely course is a training programme designed for managers and supervisors in any sector and organisation. It aims to provide them with the knowledge and skills required to manage health and safety responsibilities in the workplace effectively. The course covers a range of topics, including hazard identification, risk assessment, accident investigation, and measuring performance. It is focused on practical actions and real-world guidance.

When you practice Possibility Thinking, which is built into the upcoming Results Model, you’ll move quickly from “what’s in the way” to “what’s possible,” and you can retrain your brain to problem solve instead of panic. When you no longer need to rely on frustration or agitation to communicate the weight of a problem, you will inherently give permission and create safety for your employees to stop panicking and start problem-solving.

In the case a bricklayer working for a subcontractor on the Perth Stadium construction project suffered serious injuries when he single-handedly began to remove two overhead steel purlins that were in the way when he was building a wall. One of the discussions in the case was the extent to which the principal should have provided training to the subcontractor about workplace health and safety hazards associated with the work. In that context, the court observed: Pursuant to its contract, NeoWest had autonomy in how it was to complete the works and it was the appropriate body to provide the training and induction within its specialised area and to specify the methods to be used in performing the tasks required of its workers. It would not have been reasonably practicable, or indeed wise, for the first defendant to impinge on NeoWest's training and induction of its own employees as to the proper and safe method of completing the works within its scope of works and area of expertise and specialised knowledge, possibly to override or even contradict that training and induction. Each individual trade's expertise and specialist knowledge was the very reason why the first defendant engaged subcontractors to perform the various works in the first place, rather than complete them itself.60 This limited (although still very onerous) obligation is consistent with a social approach to managing wicked problems. As I argue later in the book, you cannot solve wicked problems – we cannot solve safety. All we can do is “tame” the problem of safety – do the best we can.

Employment drug testing is a critical practice that helps businesses maintain a safe and productive environment. It ensures that employees are not using substances that could impair their judgment, performance, or safety at work. In industries where precision and safety are key, such as construction, healthcare, and transportation, regular drug testing reduces the risk of accidents and enhances overall workplace efficiency. Employers can implement employment drug testing during the hiring process or conduct random tests for current employees. This not only helps in detecting potential substance abuse but also serves as a preventive measure, deterring employees from using drugs. Additionally, it helps companies comply with legal regulations, avoiding costly lawsuits or fines related to workplace safety violations.

I advise people to avoid workplaces that prevent Occupational Safety & Health Administration (OSHA) visits.

The most frequent use of a gun in self-defense is when an ordinary citizen feels threatened by a human predator and produces a gun — usually a handgun. The potential robber, rapist, or murderer sees the gun, realizes his victim-selection process needs revision, and takes off faster than a shotgun slug goes through a sheet-rock wall. No one gets hurt. Usually, the incident is not reported to the police, and there is seldom a report of the incident in the local paper or on the local television news — no blood, no story. At the other end of the media-attention scale is when a disturbed individual turns up at a place where many people congregate — a school, a mall, a church, a workplace — and starts shooting, killing and wounding as many as possible. It is these incidents that get national attention across the air-waves, cable television, and newspapers. Screams for more gun control by the country’s professional whiners, who think more laws will solve everything, typically follow. They hate the idea of ordinary citizens carrying concealed handguns for protection, and they hate the people who take responsibility for their own safety.

Safety Consulting Dallas TX: We can help you to reduce the occurrence of injuries and their associated costs. Our mission at Level Safety Consulting is to keep your workplace safe; we have an array of safety trainings and safety programs developed for your all types of industries nationwide.

frequently see this happening in my research: Lacking a sense of psychological safety, people

There is a social responsibility for those in the know to protect those that do not know.

Communication Skills and Career Success Many people with social anxiety make the unfortunate mistake of assuming that if they communicate very little, they will be less likely to meet with failure. Exactly the opposite is usually the case. Often, people with significant social anxiety give very little of themselves and are therefore not a part of the effective chemistry necessary for overall productivity and fulfillment. Usually, their reticence is the result of an effort to blend in, but rightly or wrongly, such people are perceived by others as uninteresting and unimportant—the equivalent of death in the workplace. Instead of creating the desired safety net, the persona incognito provides the surest way to be ignored on the job and considered generally ineffective.

Each teleporter traveled to and from their assigned spot, as accidents involving the fabric of space-time were frowned on. Workplace safety and not shredding the fundamental building blocks of reality go hand in hand. Obvious, really.

In this precarious climate of employment, achieving basic health and safety standards in the workplace is hard enough; to ask for maternity leave and breastfeeding breaks is to ask for the moon.

Gwendolyn Galsworth writes that the purpose of visual management is to reduce "information deficits" in the workplace. She writes that "In an information-scarce workplace, people ask lots of questions, and lots of the same questions, repeatedly- or they make stuff up.

In the short term, passive aggressive behaviors can be more convenient than confrontation and generally require less skill than assertiveness. They allow a person to exact revenge from behind the safety of plausible excuses ... So, what’s not to love? Truth be told, while momentarily satisfying or briefly convenient, in the long run, passive aggressive behavior is even more destructive to interpersonal relationships than aggression. Over time, virtually all relationships with a person who is passive aggressive become confusing, destructive, and dysfunctional.

One of the biggest lies that is currently being told in the USA workplace is on the legally required OSHA poster: All workers have the right to a safe workplace.

Our workplace addiction medicine products and services address this need, meeting the demands of employers in safety-critical industries and ultimately saving employers time and money.

Workplaces requiring to implement random drug testing, the question of what actually qualifies as a safety sensitive workplace has long been an issue. Vector medical specialists try to keep the workplace safe and healthy.

If a designated substance regulation  implement  to your workplace, Any workplace in respect of which the Minister of Labor has ordered the employer to establish a committee. Regular inspections of the workplace by the designated member of the joint health and safety committee help to recognize hazards and serious workplace injuries.

Unfortunately, the board of directors that the middle managers report to generally make them aggressive. Imagine being hired into a company and then being told that you have to ignore the emerging health and safety issues (This is illegal!) and not inform the workers that the system is known to be dangerous (This is illegal!). You have two options: To go to jail for illegal activities sometime in the future, or to lose your job now and have all your USA workplace rights removed for recognizing the illegal activities that your Directors want you to engage in. Welcome to the corporate America management team!

When the National Optical Astronomy Observatory (NOAO) found out that Occupational Safety and Health Administration (OSHA) were going to visit the site to assist in bringing it into legal compliance, they freaked out! They insisted that the visit had to be canceled and the result was that I eventually became so sick from the toxic workplace environment that I had no option but to leave.

The Australian union movement called an 'illegal' general strike in 1976, when Prime Minister Malcolm Fraser's government was trying to destroy our embryonic universal healthcare system. That strike brought the country to a standstill. Fraser backed down, and what became Medicare remains. The same people who disagree [with strike action] may also want to reflect on this the next time they enjoy a leisurely weekend, or are saved from an accident by workplace safety standards, or knock off work after an eight-hour shift. Union members won all these conditions in campaigns that were deemed 'illegal' industrial actiona at the time. These union members built the living standards we all enjoy. They should be celebrated and thanked for their bravery and sacrifices, not condemned and renounced.

Northern evangelical Protestantism provided authoritative justification for social causes. It influenced labor safety, workplace reforms, and the establishment of women’s rights organizations; alleviated suffering through voluntary medical societies; and protected exploited women who worked as prostitutes. However, there was a dark side to parts of evangelicalism in the North and South: its religious justifications for slavery, the Mexican- American War, the wars against America’s First Nations, and the conviction that manifest destiny “meant removing (or eliminating) those who stood in the way.

She felt completely at peace, completely safe and secure, completely at home. A sense of home and safety she hadn't felt since she was a very young child. And she knew all of what she was feeling was Jessie. Jessie felt like peace. She felt like safety. She felt like home.

Janitorial cleaning has many benefits for businesses. By keeping your office or business clean, you can improve the health and safety of your employees and the appearance of your property. This blog post will discuss some of the top benefits of janitorial cleaning and how it can improve your business! What is Janitorial Cleaning? Janitorial cleaning is a professional cleaning typically performed by janitors or professional cleaners. This cleaning can involve everything from sweeping and mopping floors to cleaning bathrooms and kitchens. Businesses often hire janitorial cleaning services to keep their properties clean regularly. The Benefits of Janitorial Cleaning: Many benefits come along with janitorial cleaning, both for businesses and employees. Some of the top benefits include: Improved health and safety: One of the essential benefits of janitorial cleaning is enhanced health and safety for employees. Keeping your office or business clean can help prevent the spread of illness-causing bacteria and viruses. In addition, janitorial cleaning can help reduce the risk of slips, trips, and falls by keeping floors clean and free of debris. Improved appearance: Another benefit of janitorial cleaning is improved appearance. First impressions are essential; a clean office or business can make a good impression on customers, clients, and other visitors. A well-maintained property can also reflect positively on your company’s brand. Increased productivity: Janitorial cleaning can also lead to increased productivity in the workplace. Employees working in a clean and orderly environment tend to be more productive and efficient. Studies have shown that employees who work in clean offices are up to 15% more effective than those who work in cluttered or messy environments. Improved morale: Finally, janitorial cleaning can also improve employee morale. When employees feel good about their working environment, they are more likely to be happy and satisfied with their jobs. This, in turn, can lead to increased productivity and loyalty to your company. As you can see, many benefits come along with janitorial cleaning. If you want to improve your business, janitorial cleaning is a great place to start! Contact us at 954-341-4141 for more inforamtion.

None of these failures occurred overnight or out of the blue. Quite the opposite. The seeds of failure were taking root for months or years while senior management remained blissfully unaware. In many organizations, like those discussed in this chapter, countless small problems routinely occur, presenting early warning signs that the company's strategy may be falling short and needs to be revisited. Yet these signals are often squandered. Preventing avoidable failure thus starts with encouraging people throughout a company to push back, share data, and actively report on what is really happening in the lab or in the market so as to create a continuous loop of learning and agile execution.

Solvay Business School Professor Paul Verdin and I developed a perspective that frames an organization's strategy as a hypothesis rather than a plan.62 Like all hypotheses, it starts with situation assessment and analysis –strategy's classic tools. Also, like all hypotheses, it must be tested through action. When strategy is seen as a hypothesis to be continually tested, encounters with customers provide valuable data of ongoing interest to senior executives.

Imagine if Wells Fargo had adopted an agile approach to strategy: the company's top management would then have taken repeated instances of missed targets or false accounts as useful data to help it assess the efficacy of the original cross-selling strategy. This learning would then have triggered much-needed strategic adaptation.

Regret for the things we did can be tempered by time; it is regret for the things we did not do that is inconsolable.” —Sydney Harris1

Removing your mask helps others remove theirs. Of course, this means acting as if you feel psychologically safe, even if you might not be fully there yet. Sometimes, you have to take an interpersonal risk to lower interpersonal risk.

The other possibility is that you're learning something about your colleagues or your organization that suggests that you're not in a job that is a good fit with your personal values and goals. If you're sharing sincere concerns, ideas, and ambitions for the organization, and others are indifferent, turned off, or disparaging, then you may want to look for an opportunity where you will have colleagues who appreciate your commitment to making a positive difference at work.

Creating psychological safety is a constant process of smaller and larger corrections that add up to forward progress. Like tacking upwind, you must zig right and then zag left and then right again, never able to head exactly where you want to go and never quite knowing when the wind will change.

I found the Desoto Solar Farm to be an abusive and dangerous workplace.

Is OSHA still upholding hardly any complaints?

Do not expect health and safety in the Florida workplace.

You can tell whether a man is clever by his answers. You can tell whether a man is wise by his questions. —Naguib Mahfouz

She asked a question. “Was everything as safe as you would like it to have been this week with your patients?”5 The question – genuine, curious, direct – was respectful and concrete: “this week,” “your patients.” Its very wording conveys genuine interest. Curiosity. It makes you think. Interestingly, she did not ask, “did you see lots of mistakes or harm?” Rather, she invited people to think in aspirational terms: “Was everything as safe as you would like it to be?

London Business School Professor Dan Cable sheds light on why. In a recent article in Harvard Business Review, he writes, “Power…can cause leaders to become overly obsessed with outcomes and control,” inadvertently ramping up “people's fear – fear of not hitting targets, fear of losing bonuses, fear of failing – and as a consequence…their drive to experiment and learn is stifled.”22 Being overly certain or just plain arrogant can have similar effects – increasing fear, reducing motivation, and inhibiting interpersonal risk taking.

Our survey measure rated three behavioral attributes of leadership inclusiveness: one, leaders were approachable and accessible; two, leaders acknowledged their fallibility; and three, leaders proactively invited input from other staff, physicians, and nurses. The concept of leadership inclusiveness thus captures situational humility coupled with proactive inquiry (discussed in the next section).

all adults, especially high-achieving ones, are subject to a cognitive bias called naive realism that gives us the experience of “knowing” what's going on.25 As noted in the previous section, we believe we are seeing “reality” – rather than a subjective view of reality. As a result, we often fail to wonder what others are seeing. We fail to be curious. Worse, many leaders, even when they are motivated to ask a question, worry that it will make them look uninformed or weak.

Often in meetings, I will ask people when we're discussing an idea, “What did the dissenter say?” The first time you do that, somebody might say, “Well, everybody's on board.” Then I'll say, “Well, you guys aren't listening very well, because there's always another point of view somewhere and you need to go back and find out what the dissenting point of view is.

Leadership at its core is about harnessing others' efforts to achieve something no one can achieve alone.

My short answer? No. I don't think you can have too much psychological safety. I do think, however, that you can have not enough discipline. Psychological safety is about reducing interpersonal fear. Making it less heroic to ask a question or admit an error. It doesn't mean you automatically have a good strategy for getting the work done. It also doesn't mean

unless a leader expressly and actively makes it psychologically safe to do so, people will automatically seek to avoid failure. So how did Teller reframe failure to make it okay? By saying, believing, and convincing others that “I'm not pro failure, I'm pro learning.

OpenTable CEO Christa Quarles tells employees, “early, often, ugly. It's O.K. It doesn't have to be perfect because then I can course-correct much, much faster.

Reframing failure starts with understanding a basic typology of failure types. As I have written in more detail elsewhere, failure archetypes include preventable failures (never good news), complex failures (still not good news), and intelligent failures (not fun, but must be considered good news because of the value they bring).15 Preventable failures are deviations from recommended procedures that produce bad outcomes. If someone fails to don safety glasses in a factory and suffers an eye injury, this is a preventable failure. Complex failures occur in familiar contexts when a confluence of factors come together in a way that may never have occurred before; consider the severe flooding of the Wall Street subway station in New York City during Superstorm Sandy in 2012. With vigilance, complex failures can sometimes, but not always, be avoided. Neither preventable nor complex failures are worthy of celebration.

In contrast, intelligent failures, as the term implies, must be celebrated so as to encourage more of them. Intelligent failures, like the preventable and complex, are still results no one wanted. But, unlike the other two categories, they are the result of a thoughtful foray into new territory. Table 7.2 presents definitions and contexts to clarify these distinctions. An important part of framing is making sure people understand that failures will happen. Some failures are genuinely good news; some are not, but no matter what type they are, our primary goal is to learn from them.

Emphasizing interdependence lets people know that they're responsible for understanding how their tasks interact with other people's tasks. Interdependence encourages frequent conversations to figure out the impact their work is having on others and to convey in turn the impact others' work has on them. Interdependent work requires communication. In other words, when leaders frame the work they are emphasizing the need for taking interpersonal risks like sharing ideas and concerns.

Framing the work is not something that leaders do once, and then it's done. Framing is ongoing. Frequently calling attention to levels of uncertainty or interdependence helps people remember that they must be alert and candid to perform well.

Two essential behaviors that signal an invitation is genuine are adopting a mindset of situational humility and engaging in proactive inquiry. Designing structures for input, another powerful tool I discuss in this section, also serves as an invitation for voice.

no one wants to take the interpersonal risk of imposing ideas when the boss appears to think he or she knows everything. A learning mindset, which blends humility and curiosity, mitigates this risk. A learning mindset recognizes that there is always more to learn.

Frankly, adopting a humble mindset when faced with the complex, dynamic, uncertain world in which we all work today is simply realism.

Confidence in one's abilities and knowledge, when warranted, is far preferable to false modesty. But humility is not modesty, false or otherwise. Humility is the simple recognition that you don't have all the answers, and you certainly don't have a crystal ball. Research shows that when leaders express humility, teams engage in more learning behavior.

Let's look more closely at what was accomplished here with very few, very precise words. Although clearly an extreme case, the human interactions in this extraordinary situation provide a compelling demonstration that clarity and candor do not necessarily mean getting bogged down in endless discussions. Psychological safety does not imply excessive talking and over-processing.

What we can learn from this extreme case, as well as from many cases of normal business conversation, is that psychological safety must be paired with discipline to achieve optimal results efficiently.

the existence of procedures does not ensure their use. Without psychological safety, micro-assessments of interpersonal risk tend to crowd out proper responses.

In 1917, the Supreme Court overturned the racial zoning ordinance of Louisville, Kentucky, where many neighborhoods included both races before twentieth-century segregation. The case, Buchanan v. Warley, involved an African American’s attempt to purchase property on an integrated block where there were already two black and eight white households. The Court majority was enamored of the idea that the central purpose of the Fourteenth Amendment was not to protect the rights of freed slaves but a business rule: “freedom of contract.” Relying on this interpretation, the Court had struck down minimum wage and workplace safety laws on the grounds that they interfered with the right of workers and business owners to negotiate individual employment conditions without government interference. Similarly, the Court ruled that racial zoning ordinances interfered with the right of a property owner to sell to whoever he pleased.

Today the issues most vulnerable to becoming displacements are, first of all, anything related to safety: product safety, traffic safety, bicycle safety, motorboat safety, jet-ski safety, workplace safety, nutritional safety, nuclear power station safety, toxic waste safety, and so on and so on. This focus on safety has become so omnipresent in our chronically anxious civilization that there is real danger we will come to believe that safety is the most important value in life. It is certainly important as a modifier of other initiatives, but if a society is to evolve, or if leaders are to arise, then safety can never be allowed to become more important than adventure. We are on our way to becoming a nation of “skimmers,” living off the risks of previous generations and constantly taking from the top without adding significantly to its essence. Everything we enjoy as part of our advanced civilization, including the discovery, exploration, and development of our country, came about because previous generations made adventure more important than safety.

What they had discovered was that even the extremely smart, high-powered employees at Google needed a psychologically safe work environment to contribute the talents they had to offer. The team also found four other factors that helped explain team performance – clear goals, dependable colleagues, personally meaningful work, and a belief that the work has impact.