Last issue we looked at the ARE-KNOW-DO model of leadership (a.k.a. BE-KNOW-DO), which focuses on who you ARE as a leader, what you KNOW as a leader, and what you DO as a leader.
How does all this apply to improving safety culture? What’s required of safety leaders to build and drive the culture in more effective ways? What are they required to BE; what’s important for them to KNOW; and what should they DO?