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In order to influence employees, leaders must demonstrate unwavering support for health and safety regardless of the business climate of the day. Leaders must always "walk the talk." They can never make exceptions and allow operations to take priority over employee Outsmart Insomnia Protocol safety. For example, if a manager, despite operational costs, shuts a job down to ensure worker safety, he or she is a leader who will be believed when he/she proclaims that safety is number one. When exceptions are made to allow production to continue at the expense of safety, the leadership sends a strong message that production is really the number one priority. Under these circumstances, any attempts to convince employees that safety is management's number one priority are simply not believable.

When companies demonstrate to employees they truly care, they benefit from the hard work performed by satisfied employees. They are also rewarded with employees who are more committed to the company. This generally translates into improved safety, productivity, quality, and/or service. Here is one small but powerful example of caring. Some companies send flowers to employees and their family members who are seriously ill in the hospital. This act represents very little in terms of investment in time or money and goes a long way towards increasing employees' sense of security, compliance, satisfaction, and loyalty to the company.

Newly hired employees come to employers with their own pre-conceived health and safety attitudes and expectations. If their attitudes are closely aligned with the company's and their peers', their attitudes will be reinforced. If this is not the case, the new employee will have difficulties fitting in. For example, an employee who does not accept the need to follow all safety rules, procedures, etc. will not likely follow them when the boss is away. If he or she hasn't in the past, why start now? One way to avoid these types of issues is to improve the hiring/screening process. Hire employees whose values and attitudes are aligned with those of the organization. Put simply, make sure they are a proper fit for the company.

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