If a safety problem is system-related (for example, loose guard rails or poor lighting), people will generally complain about it once or twice and then just give up. They may grumble about apathetic managers or the company’s poor attitude toward safety, as if that will somehow neutralize the threat this problem poses.

If a system-related problem does not get resolved in a timely manner, it’s usually not because of attitude but because of lack of follow-through. For example, your manager sends the poor lighting complaint to facilities engineering. They, in turn, design a lighting upgrade to fix the problem. They then send the funding request up the food chain, where it gets nixed. At each level, someone hands it off to someone else.

What is missing here is the follow-through. If you want a recurring problem fixed, you have to own that problem and follow through to see it gets fixed.

• Instead of verbally telling your supervisor, submit a written description and recommended solution. In that document, ask for a daily update until the problem is resolved. Then follow up each day to see what the progress is.
• When your supervisor says she sent it to her manager, follow up with that manager. And again, ask for updates.
• When the manager says, “The ticket went to facilities engineering,” contact that department and ask who was assigned that ticket. Then ask that person to keep you updated on the progress.
• Loop back through to your supervisor.

This is a lot of communication, and you could be perceived as a pest. But if follow-up is lacking and you are providing it, that is how you will get this problem resolved. Always keep a positive tone and be brief when checking. You’re not there to nag or henpeck, you just want to ensure the ball doesn’t get dropped.

But what if the problem is a human behavior one? For example, a coworker repeatedly lays portable cords across walkways? That’s a danger to you and everyone else. You need to ask this person to stop what he is doing so you can talk. Ask if there is a way for him to run his portable cords more safely. If he doesn’t correct the problem, report his unsafe behavior to your supervisor and ask for a response when the problem has been addressed.

What if the person is standing on the top rung of a stepladder? That’s an immediate safety threat to that person but not to others. Ask that person to stop what he is doing and come down off the ladder. Then ask how he might do that job more safely. This person should appreciate that you care. If not, report the incident to your supervisor and ask for a response when the problem has been addressed.

Many people feel it is not their place to address safety issues, especially if their job is not a supervisory position. That is a very narrow and outdated attitude. It’s based on the idea that safety responses must be confrontational and authoritarian. They are most effective when carried out as collaboration. Take that approach, and those frequent flyers will stop.