Hi, I'm Samantha. I bring meaningful and practical health and safety content to business leaders and senior decision-makers so that you are better informed of health and safety concepts, language, evidence-based research and innovation and have clear steps for putting the insights you learn into action in your business or boardroom. My goal is to assist you in knowing What to Ask and When to Act.
A good place to start when looking to understand mental health hazards is to first understand our needs; that is, what human needs must be met in order to provide a psychologically safe and healthy workplace? Then work backwards to see how those needs might be impeded. In this video, I’ll walk you through 5 basic human needs that must be met if you’re to cultivate a psychologically safe and healthy workplace.
Our paradigms, mental models and mindsets can insulate us from learning and seeing red flags through what’s called a Reflexive Loop. It’s an unconscious bias that can reaffirm how well our or how ‘right’ our inner voice is, and subconsciously prevent us from listening to alternative ways of understanding things. In this video I’ll explain how the Reflexive Loop works and a tool to expose your assumptions, values and beliefs in a constructive way – FREE GUIDE AVAILABLE.
Our mental models are part of our subconsciousness and they can be the reason we shut out information, or why we’re open to learning. It’s therefore essential that we try and bring our mental models to the surface every once in a while to examine whether they are still relevant. In this video I’ll outline two common mental models that inform the board’s perception of the role that people play in either creating or reducing safety in the workplace – one of them will drive organizational improvement, the other will hinder and leave you blind-sided when something happens.
In this video I’ll explain two paradigms that dominant our boardrooms in terms of the way work gets done and they are influencing the questions board members ask about safety and health, but only one is going to support safe and healthy work and help you make a positive impact.
Designing executive incentives that support safe and healthy work can be tricky. When there is an unavoidable tension between the strategic goals, processes or activities (e.g. production targets and health and safety targets), management needs to clearly identify and actively reinforce their highest priority. So how do you ensure that the priority is health and safety, where there’s a conflict with production / profit? Here are three factors for your consideration when designing executive incentives.