In the last entry, we recognized that safe performance really begins with people and that regardless of the management system you have in place, a poor attitude will sink you every time. So where to next? 

While I wanted to move on to training management, the more I thought about attitude and performance, the more I thought about core values. It's one thing to have a positive outlook and quite another to deliver performance when it really counts. 

Most organizations will have a written set of values, but for me, the test of an organization's values is not what they say or what they do when the decision is easy. Of course you're going to do the right thing when everything is set up to reward the decision. The real test is what you do when the right decision costs you. Do you live up to your values despite the cost?

Here is an example to illustrate what I mean. I grew up in a mining town and at the front of many company gates was the number of days without a lost time incident. When you are up to over a year, that is quite an achievement: 423 days without a lost time incident. Wow! Looks good on the surface, but, what you hear in the bars are stories of incidents that should have been recorded as lost time incidents but by changing shifts, getting medical aid off hours, you could avoid restarting the clock to zero. 

So here's the test - if you are the supervisor, do you report the lost time injury, knowing that you will be recognized as the person who stopped the clock. In my mind, what you and the company do is the real test of core values.

There's one final part I want to get to before moving into a series of posts focused on training management and that is owning your performance and accountability. I think that the right attitude, reinforced with core values should result in performance ownership and accountability and that this is the foundation that needs to exist in order to achieve excellence (healthy, safe, productive workplaces).