Commitment
The success of a company’s scaffold safety program depends heavily on the long-term commitment of top management. When leaders take safety seriously, it shows every employee that their health and well-being are a top priority. This kind of commitment means more than just words—it means action.
Managers must be willing to invest the necessary time, money, and resources into building a strong safety program. This includes creating clear safety policies, developing safety plans, and putting procedures in place that help protect workers on scaffolds. A serious commitment also involves making sure that everyone follows these rules and that safety becomes part of the company’s culture.
Strong leaders recognize and reward safe behavior while also holding people accountable when safety rules are not followed. They set the example for others by always making safe choices and encouraging their teams to do the same.
Leadership
For the Scaffold Safety Program (SSP) to truly be effective, employers must go beyond just enforcing rules. They must practice what is called “tough-caring” leadership. This means they are firm and serious about following safety standards because they genuinely care about protecting their workers from harm.
Tough-caring leaders are consistent and clear about safety expectations, but they also listen to their workers and treat them with respect. They believe that their employees are good people who want to do a good job, even if they need more training or support to succeed. This kind of leadership creates trust and encourages workers to speak up about safety concerns without fear.
Employers who understand how to lead with care and firmness will see better results, including fewer accidents, improved morale, and a stronger overall safety culture. The ability to recognize leadership opportunities—such as addressing unsafe behavior or praising someone for safe actions—can have a big impact on the company’s success and the safety of its workers.
Knowledge Check Choose the best answer for the question.
1-5. What type of leader assumes their workers are good people trying to the best they can with the skills they have?
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