The Occupational Safety Leadership Podcast

In this episode, Dr. Ayers tackles a fundamental question every safety leader faces: When is a new hire truly competent to work on their own? He explains that competency is more than passing a written test—it requires demonstrated, hands‑on ability. 🔑 Key Points Competency is not just knowledge. A written or online test only shows someone understands the concepts, not that they can perform the task safely in real conditions. Hands‑on demonstration is essential. Leaders must verify that employees can actually execute the task correctly before allowing independent work. Rushing the process creates risk. Allowing a new hire to operate alone too soon increases the likelihood of errors and injuries. Competency is task‑specific. Being skilled in one area doesn’t automatically translate to another—each task requires its own validation. 🧭 Central Message A safety leader’s responsibility is to ensure capability, not assume it. Competency must be proven, not presumed.

Episode 262 features a conversation between Dr. Ayers and Ken Reed, Vice President at TapRooT, focusing on the real purpose and power of Root Cause Analysis (RCA). The discussion emphasizes that incidents are painful enough—what matters most is learning from them so they never happen again.   🔍 What the Episode Covers 1. Why Root Cause Analysis Matters Reed explains that RCA is about peeling back the onion to uncover the true underlying causes of an incident—not the superficial or convenient explanations. The goal is to understand why the failure occurred so organizations can prevent recurrence. 2. “Never Blame the Employee” A major theme is rejecting the outdated mindset of blaming workers. Reed stresses that incidents almost always stem from systemic issues, not individual fault. Blame prevents learning and shuts down honest reporting. 3. RCA + Incident Investigation = A Complete Picture The episode highlights how RCA works hand‑in‑hand with incident investigation. Investigation gathers facts RCA interprets those facts to identify root causes Together, they create a structured, repeatable approach to learning from failure. 4. Practical Guidance for Safety Professionals Reed shares actionable insights for those new to incident investigations, including: How to approach interviews How to avoid assumptions How to use structured RCA tools How to communicate findings without blame The episode is positioned as a starter guide for safety pros wanting to improve their investigation skills.   ⭐ Key Takeaways for Safety Leaders Incidents are painful—but failing to learn from them is worse. RCA is about systems thinking, not fault‑finding. A structured approach leads to better corrective actions. Psychological safety is essential for honest investigations. The goal is always the same: make sure it never happens again.

In this episode, Dr. Ayers explains why storytelling is one of the most powerful tools a safety professional can use when delivering training. Instead of relying solely on rules, regulations, or technical explanations, stories make safety personal, memorable, and emotionally engaging. 🔑 Key Points Stories increase engagement. Employees pay more attention when training includes real‑world examples rather than dry instruction. Stories make safety relatable. When workers hear about real incidents or near misses, they connect emotionally and understand the “why” behind safe behavior. Stories improve retention. People remember narratives far better than bullet points or policy language. Stories build credibility. Sharing authentic experiences shows humility and helps employees see the safety leader as a partner, not a lecturer. 🧭 Central Message If you want employees to truly absorb safety training, don’t just teach—tell a story. It’s one of the simplest ways to make safety meaningful and memorable.

In this episode, Dr. Ayers tackles a common trap for safety professionals: trying to take on too many hazards, projects, and initiatives at once. He explains that over‑commitment spreads time, money, and attention too thin, ultimately weakening safety performance rather than improving it. 🔑 Key Points Resources are finite. Time, money, and effort must be allocated intentionally; you cannot fix everything simultaneously. Risk ranking is essential. Dr. Ayers recommends using a structured method to prioritize hazards based on severity and likelihood. Over‑commitment leads to under‑performance. When leaders chase too many issues at once, none receive the focus needed for meaningful improvement. Strategic focus improves outcomes. Choosing the highest‑risk items and addressing them deeply produces better long‑term safety results. 🧭 Central Message Effective safety leadership requires discipline and prioritization. You make more progress by doing fewer things well than by trying to tackle everything at once.

In this episode, Dr. Ayers delivers a blunt but important reminder: safety work is not supposed to be easy. He argues that many safety professionals unintentionally create frustration for themselves by expecting smooth implementation, instant buy‑in, or effortless compliance. Real progress requires embracing the fact that hardship is part of the job. 🔑 Key Points Hardship is normal, not a sign of failure. Safety professionals should expect resistance, setbacks, and challenges as part of the process. Employee input is essential. Getting buy‑in early—before writing policies or launching training—gives employees ownership and increases success. Stop assuming things will be easy. When leaders expect difficulty, they plan better, communicate better, and stay more resilient. Shared ownership strengthens safety culture. When employees help shape the solution, they have “skin in the game,” making implementation smoother and more sustainable. 🧭 Central Message Safety leadership becomes far more effective when you anticipate hardship instead of being surprised by it. Expect challenges, involve employees, and build solutions together.

In this powerful interview, Dr. Ayers speaks with Tracy Krieger of OC Safety about a real-life incident involving an employee experiencing a mental health crisis at work. The episode explores how safety professionals can prepare for and respond to such situations with clarity, compassion, and legal awareness.   🔑 Key Lessons 🚨 1. Have a Plan for Mental Health Emergencies Most safety programs focus on physical hazards—but mental health crises require their own protocols. 🛑 2. Understand “5150” and Shelter-in-Place Laws In California, a “5150” hold allows authorities to detain someone for psychiatric evaluation. Knowing when and how this applies is critical. 🧭 3. Safety Leaders Must Be Ready to Act Tracy shares how she navigated the situation, coordinated with law enforcement, and protected other employees while supporting the individual in crisis. 🤝 4. Empathy and Preparedness Go Hand-in-Hand The episode emphasizes the importance of balancing legal compliance with human compassion.   🎙️ Central Message Mental health emergencies are part of workplace safety. Don’t wait for a crisis—build your response plan now.

In this episode, Dr. Ayers shares emphasizes that while friendships are natural, they must never interfere with enforcing safety expectations.   🔑 Key Points 👥 1. Friendships at Work Are Normal We naturally connect with certain employees—shared interests, personalities, or history make it easy to become close. ⚠️ 2. But Friendship Cannot Influence Safety Decisions Hazards, unsafe behaviors, and policy violations must be addressed consistently, regardless of personal relationships. 🧭 3. Perception Matters as Much as Reality Even if a leader believes they are being fair, employees may still perceive favoritism, which erodes trust and credibility. 🛑 4. Consistency Builds Integrity Safety leaders must apply rules evenly, document decisions, and avoid giving friends “the benefit of the doubt.”   🎙️ Central Message Being friendly is fine—being biased is not. Safety leaders must ensure that every employee is held to the same standard, no exceptions.

In this episode, Dr. Ayers challenges a common assumption in safety: we think we’re training employees, but often we’re not. He explains that many organizations bring new hires onboard by pairing them with an “old‑timer” and hoping they learn through observation—an approach that leads to inconsistent skills and unsafe habits. According to the episode description, the focus is on what real training looks like and why safety leaders must be intentional about developing new skills. Sources:   🔑 Key Points 🛠️ 1. Training ≠ Telling Simply explaining a task or giving a quick demonstration is not true training. Employees need structured, hands‑on practice. 👷 2. The “Old‑Timer Method” Is Unreliable Putting a new hire with a veteran worker often results in passing down shortcuts, outdated habits, or incomplete knowledge. 📋 3. Competency Must Be Verified Leaders should confirm—not assume—that an employee can perform the task safely and correctly before allowing independent work. 🧭 4. Onboarding Sets the Tone The first days and weeks shape an employee’s long‑term safety behavior. Strong training early on prevents injuries later.   🎙️ Central Message Don’t assume new hires know what they’re doing. Real training requires structure, demonstration, practice, and verification.

In this short episode, Dr. Ayers warns safety professionals about a common productivity trap: falling down “rabbit holes” when trying to answer safety questions. He openly calls himself a “recovering rabbit‑hole expert,” highlighting how easy it is to get lost in unnecessary details instead of delivering practical, timely guidance.   🔑 Key Points 🧭 1. Frame Success Before You Start Before answering a safety question, define what a successful answer looks like. This prevents over‑researching, over‑explaining, or chasing irrelevant information. 🕳️ 2. Rabbit Holes Waste Time and Momentum Diving too deep into regulations, interpretations, or edge cases can derail progress and overwhelm employees. 🎯 3. Stay Focused on What the Employee Actually Needs Most workers want a clear, actionable answer—not a dissertation. Give them the path forward, not the entire regulatory universe. 🧹 4. Discipline Is a Leadership Skill Avoiding rabbit holes requires intentional focus and the ability to stop yourself from drifting into unnecessary complexity.   🎙️ Central Message Safety leaders are most effective when they stay focused, define success, and avoid unnecessary detours. Clarity beats complexity every time.

In this episode, Dr. Ayers tackles the issue of micromanagement in safety leadership. He challenges the common assumption that micromanagement is caused by “problem employees,” arguing instead that it usually reflects a supervisor’s need for control. 🔑 Key Points Micromanagement is a leadership issue. Dr. Ayers emphasizes that supervisors often micromanage because they want tasks done their way, not necessarily the best or safest way. It damages trust and performance. Employees who feel micromanaged become less confident, less engaged, and less willing to take initiative. Leaders must let employees own their work. Effective safety leadership requires giving employees room to think, act, and solve problems. Coaching beats controlling. Instead of hovering, leaders should set expectations, verify competency, and then step back. 🧭 Central Message Micromanagement doesn’t create safer workers—it creates frustrated ones. Trust your people, guide them, and let them do their jobs.