What happens after you have the conversation...

A supervisor sees a worker standing on the mid-rail of the cherry picker.

“Hey pal, do you need to stand on that rail, is there is no other way to do that job?”

it's either a Yes, or No.

If “yes”, the next thing to look at is an alternative access, stop and get it.

If “no, not really, but it makes it a bit easier” the supervisor has the opportunity to enter into a discussion with the worker.

“Mate, I know it’s a bit more awkward, but I’d really appreciate it if you stood on the deck and not on the mid-rail. Will you do that for me? Can you do that for me?”

The affirmative will be the response – to which, a genuine thank you is given.

But it’s what happens next that is critical.

The supervisor now has knowledge that the workers job is easier and that his request has just made it harder.

He should be sceptical that the new behaviour will be repeated, even with the agreement of the worker. Not because of a lack of trust, but because the supervisor understands how behaviours work.

The supervisor, knows he has to catch the worker doing the correct behaviour some point soon and express his gratitude for doing the more difficult, yet safer behaviour.

He knows that he may have to do this several times before it becomes the new norm.