Nothing we do is worth a life
"The better part of valor is discretion, in which the better part I have saved my life." William Shakespeare
Here I sit, in the Southern Appalachians, without power, wearing a headlamp and typing by the light of my computer. I’ve got 50% battery power and poor (barely a bar) cell phone coverage. Thankfully, we have a gas log fireplace and a gas stove. I’ve lived in much worse yet I’m already missing the comfort of modern amenities, especially the internet! Living in northeastern Tennessee, I believe I am or was at the epicenter of winter storm Izzy.
Knowing of the impending bad weather, I gave my team some guidance in our team meeting on Friday. “Nothing we do is worth a life.” I issued this as standing guidance and empowered my people to make the call for their own safety, asking them to communicate their decision to the team so we could plan and adjust appropriately. I used to work in a profession where we would indeed put lives on the line for our mission. That enduring danger gave me deep appreciation and acumen when it came to analyzing and managing risk: stated risk - risk mitigators – residual risk.
In business livelihoods are at stake. The survival of the business is at stake. No people at work, no revenue. This is indeed a serious issue, especially in today’s here today, gone tomorrow business environment. Business has suffered enough under a never-ending pandemic and inclement weather is just another risk that already fatigued business leaders face.
I arrive at this guidance and my decision easily. All I have to do is fast-forward and imagine a teammate of mine, injured or killed attempting to come to work because I demanded their presence. Nope. This said, these decisions are not easy and not absolute – bad weather = stay home. It is a judgement call. There are some core leadership concepts associated with making risk decisions.
Create an environment where your people enjoy coming to work, feel like they belong, are psychologically safe, and share a future. Read Daniel Coyle’s book “The Culture Code.”
Empower them to decide. Let them know they can make the call. You’ll find those who take advantage of it but if you’ve done your leadership work, most, if not all will feel a duty to do right by the organization and their teammates.
You can indeed, ask people to come to work and you can even give them the option to leave early if there is danger to themselves or their family but where you can, empower individuals and subordinate leaders to manage risk (train them) and make the call. Gather information and advice and seek the input of your subordinate leaders and their people. Most of all, lead them well.
And just like that the power is back on. All hail the electric company! The lights, clocks and heater fans have brought life to an otherwise dark and quiet room yet, on some small level, I miss the solitude of the dark and quiet. On a very small level…
Make it Personal!
Rob
Rob Campbell