Lessons for Leaders from West Virginia
America held its breath, offered prayers and wept while
witnessing the events unfold in a small church across from a
coal mine in West Virginia. The incident resulted in a series of
tragedies that we will not soon forget. In its aftermath, many
living away from the coal mine area returned to regular
activities, sympathetic for those most affected and happy that
the incident did not affect them.
Many will come to realize that the coal mine disaster in West
Virginia will affect them in the coming year. It is likely what
we have experienced vicariously will result in increased
government regulations, liability insurance premiums, and
watchdog activity. Some marginal mines may be temporarily shut
down which will likely result in a reduction in supply on the
coal market leading to another increase in energy prices this
winter.
Within every crisis, challenge or tragedy looms opportunities to
grow, learn and improve. For those of us who watched from an
uninvolved distance, our opportunity resides in applying the
following lessons of the tragedy to our local situations.
Organizational change must be well managed. According to
published reports, the mine had been purchased just six weeks
prior to the accident. Organizational shifts at the top of the
chart will be reverberated throughout. Changes cannot be over
managed. Every supervisor, shift leader and manager must be
brought into the change management process. Changes cannot be
over communicated. Communication must be repeated in multiple
formats so that everyone has the opportunity to rehear the
change message. Change management experts can make the
difference between winning and tragic results.
A culture of safety must pervade all areas of the organization.
The regulatory track record of the mine was less than acceptable
according to published reports. Safety slogans posted throughout
the work areas and widely distributed safety e-mails are not
enough. Safety as the #1 priority begins at the top. The
priority placed on safety can usually be judged by the amount of
human and financial resources dedicated to it within the budget.
Safety must be rewarded at every level. Every supervisor, shift
leader and manager must encourage and support injury, near miss,
and safety hazard reporting. A high level of safety must not
only be expected but rewarded.
Professional development is an essential element of producing
results. According to published reports, state regulators had
cited the mine for failure to provide mandated safety training
within year leading up to the disaster. Managers looking to
reduce expenses generally cut training and travel budget lines
first. Organizations succeed because the people within them
succeed. If human resources are the greatest assets an
organization possesses, then cutting their development
diminishes the organization's future profitability. Increasing
competencies and capabilities add to the bottom line. The more
competent employees feel about their ability to do their jobs
well, the lower the organization's turnover rates, workers
compensation claims and time out of the office. Quality
professional development must not be viewed as optional.
Lessons from the nationalized West Virginia coal mine tragedies
require local action. Make workplace safety priority one, manage
change throughout the organization, and build competency and
capacity in your greatest resource: your human resource.