The,Fine,Art,Selling,Your,amp, business, insurance The Fine Art of Selling Your OH&S Ideas

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There aremany great books on the subject of influencing people, selling ideas and thepower of persuasion. If you are in the OH&S business I recommend you spendsome of your valuable time learning how some of these techniques can help youbecome more effective at your job. The task of advising and assisting others inthe management of OH&S is to get good ideas past the intention stage to theimplementation stage. We do that through the expenditure of resources.Basically, the only two resources any corporation has are time and money. Be clear, what we are talking about here is getting yourpiece of your employer's or client's resource budget. Every company has anamount of resources that is finite. This is typically called the companybudget. Consider it the "resource pie" which is basically the totaltime and money that is available during any one time period to do what thecompany wants to accomplish. This resource pie will be divided up into piecesand allocated to all of the things a corporation needs to do in a definedperiod of time. Knowing how big the pie is and how it's been sliced into themany allocations a corporation needs to support is the first step inunderstanding how to get some of this pie for your OH&S programs andinitiatives.The first mistake that one can make when looking forapproval for new initiatives is in believing that there are new resourcesavailable for the asking. Moving budget money from one program area to anotheris the far more likely scenario. That means every time you are asking forapproval from your company/client's management team you are not only askingthem to get onboard with your new idea but you are also asking the managementteam to give up other ideas that they have for their budget allocation. This isa tough job indeed. Stakeholders and Their PowersIt's all important that you get to know your stakeholders.These are the people who need to be convinced to support your ideas. Each initiativecan have many of the commonly accepted stakeholders, the line management staff,and the employees; perhaps the labour unions and in some cases the family ofthe employees. Knowing your stakeholders and their power is all important toyour success. Here are some of the stakeholders you'll need to consider:Stakeholders with the power to agree or blockThese stakeholders are the ones who, without theiragreement, can ensure that your ideas will not be approved. These stakeholderscan stop the idea from ever becoming a reality. They are also the ones that canapprove the implementation of your idea.Stakeholders with the power to implementThese are the stakeholders whose activity you are countingon to get the actions done that are necessary for your ideas to work. Typicallythese will be the management staff, front line supervisors and employees. Theseare powerful stakeholders and all too often are not consulted before approvalis sought and gained. Without these stakeholders on your side, your newlyapproved idea will quickly die a painful death.Stakeholders with the power to persuadeThese stakeholders can help you persuade other stakeholdersto align themselves with your ideas. Your organization is filled with peoplewho can help you influence others if you take the time to get them on boardearly in the process of selling your ideas.Intention to ImplementationGreat ideas are simply unrealized intentions. They aren'tworth much to anyone unless they are actually implemented. It becomes necessaryto develop a plan of implementation if real change is going to occur. Here are some suggested steps:1) Identify what the real problem isThe funny thing about safety is that there are very few absolutes. Certainly ifthere's a situation where workers are being overexposed to a known harmfulsubstance that can be measured and validated against some standard then lifebecomes pretty easy. Often risk perception plays a big part in our evaluationof safety problems. This is where your research and discussion with yourstakeholders begins. If indeed there is a problem that needs to be solved itwill take some research on your part2) Examine the causes of the problemThey say that a problem that's properly identified is a problem half solved.That could be the case because most well defined problems have only a limitednumber of solutions. In solving safety problems it's a very good thing to besure you know exactly what the causes of your problem are.3) Examine the possible solutionsHere's where the hierarchy of controls really comes in handy. We'll need toexamine which of the available solutions will best solve our problem. Forexample if employees are experiencing eye injuries it's unwise just to buy alot of safety glasses and make a new safety rule when perhaps the solution isto change your process and remove the possibility of harmful things beingcreated that could get into employees eyes.The list of the hierarchy of controls is not universallyaccepted but here's a general approach used by many:• Eliminate• Substitute• Engineer• Administrative• Personal Protective Equipment4) Evaluate the cost/benefit of the selected solution(s)For every solution you consider you need to place a cost value to the solutionin terms of time and money for both the solution and the cost of notimplementing the solution. Be sure to consider the legal, moral and financialcosts and rewards for implementing or not implementing the solution.5) Develop the recommendation(s)Once all this hard work has been done one or more possible recommendations willbecome logically obvious in most cases. The least costly with the most benefitsusually stands out. Work those ideas into a meaningful plan of action.6) Test the strength of the recommendation(s) with your stakeholdersHere's another opportunity to check with the stakeholders. How do they see thesolution's merits? Would they support the recommendation(s)? Which one makesmost sense to them?7) Adjust if necessary to meet the needs of the stakeholdersYou will need to change the recommendation details to address any concerns thatyour important stakeholders have raised. A failure to do this will surely doomyour idea will end up in the dumpster.8) Formally propose the recommendationNow you are truly ready to get on the "approval stakeholder" meeting.You'll be going in with a confidence that things will go the way you haveplanned them. This is a meeting where you should know the number of votes youhave supporting your recommendation(s) before you ask the question. To ask forapproval without having confidence in the outcome is why most recommendationsdon't get approved.9) Celebrate and ImplementOnce your idea is approved take some time to celebrate with all the people whohad anything to do with all the work it took to get here. Then, implement theidea with the confidence that those who will need to cooperate to implement theidea are already on board!Nothing in life is a sure thing but you can dramaticallyimprove your chances of your OH&S ideas being approved by following a planto get your stakeholders on side with the idea. To fail to do so makes it verymuch more likely that your idea will never get off the ground.