In this third blog in a series of three on the topic of an Inclusive safety culture, there is a call for leadership to show up differently, right now, during the COVID-19 pandemic. It is up to us as leaders to shape how we can serve our families, communities, organizations and teams during this unprecedented time.
In our conversations, we talk a lot about communication style differences and how this either promotes or inhibits inclusiveness. We also get into leadership and their role in first understanding and then promoting inclusive behavior. We discuss how psychological safety is an absolute imperative and foundational in promoting inclusion and diversity and how all of this is quite hard and even more difficult when people are not face-to-face.
Due to the Covid-19 coronavirus, companies want to stand for their vision and values of diversity and inclusion at all levels of their organizations. This is not something that goes away just because the working landscape is now virtual. Every senior leader that we spoke to was passionate about continuing their cultural transformations of influencing and promoting inclusion, safety leadership, and diversity.
Flo Mostaccero, a partner at JMJ, interviews Mike Harrington, an experienced expert in quality and delivering highly successful projects, programs, and portfolios by focusing on a high-performance team safety culture.
Flo Mostaccero, JMJ Partner for Major Capital Projects, and Dave Wilson, Liquefaction Operations Supervisor for Freeport LNG, discuss the importance of focusing on a safe and productive culture and how this impacts worker’s morale and mental health.
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