Visible Felt Safety Leadership: because we are stronger together

The world we live in and the workplaces within it are changing at an unprecedented pace. Every person, in every workplace matters. Safety must be the heartbeat of every organisation so everyone within, and touched by it, can go home safe, healthy and well every day. To achieve this, leaders must truly care about their people and take every opportunity to demonstrate this. Visible Felt Safety Leadership (VFSL) is about that human connection. It is about creating a space where every voice matters and every perspective is welcomed. It is about building relationships founded on trust and respect, so everyone feels valued and understood.

Photograph: iStock/mnbb

This article will explore what we mean by VFSL, why it is important, and some examples of implementing it effectively as part of a strong safety culture.

How do you make people feel?

Visible Felt Safety Leadership is leadership that is visible and felt to be genuine. People will often forget what you say and what you do, but they will remember how you made them feel. Leaders who say the right things, do the right things consistently, and believe in what they are doing will make their people feel valued, respected and heard. This authentic style of leadership makes safety a priority that is not only written, but also heard, seen and experienced.

If we unpack VFSL and start with safety leadership, we know this is about prioritising safety in the workplace. Establishing and implementing policies, procedures and regulations is necessary, as is creating an environment where people are encouraged to speak up when they see something that is unsafe or not working too well. The essence of safety leadership is about creating a culture of safety within an organisation.

Actively engaging with people and demonstrating a personal commitment to safety consistently through actions adds the visible leadership. Visible leaders lead by example and demonstrate the values and behaviours they want from their people. The authenticity and genuine concern for the wellbeing of everyone adds the felt leadership. As leaders, we need to continue to demonstrate leadership in our behaviour by focusing on action and driving performance, by focusing on systems and planning, but most importantly by focusing on people and showing we care. This includes supporting them in their growth and development and being empathetic to their needs. People need to feel that you listen and genuinely care. These are the things that build trust and show respect for your people.

Why it matters

Safety becomes a shared responsibility when leaders demonstrate a genuine commitment to it and people see that leaders are invested in their wellbeing. This drives a strong safety culture and increases trust and accountability. When leaders actively demonstrate their commitment to safety, they inspire others to prioritise safety in their own roles, seeing safety as a core value rather than just a requirement. This creates trust, encouraging people to see and feel the importance of safety and to report any issues or concerns.

VFSL encourages open and honest communication, bridging the gap between management and employees, enhancing trust and collaboration. When leaders are on the ground and engaging with people, they become more approachable, and people feel more comfortable discussing potential safety risks or incidents. Leaders who are visibly present in the workplace have a better understanding of the challenges and risks that people face daily. This awareness allows for a more proactive approach to reducing risk and improving safety measures.

Photograph: iStock/SDI Productions

When people see that their leaders are committed to creating a safe workplace, they feel valued and supported. This improves morale and encourages higher levels of engagement and commitment to both safety and productivity.

Making it happen

VFS leaders are able to share a strong vision in a succinct and non-ambiguous way, making each individual’s role in achieving it very clear. When your focus is on the shared purpose, you can win hearts and minds and inspire people with a sense of belonging and contribution to something greater than themselves. This must be followed with a consistent commitment to bridge the gap between words and reality.

Be visible and present. Leaders need to make time to show up for their people, be present, and spend time engaging with them, exploring what is going well and understanding their challenges. Making sure safety is a core agenda item in meetings at all levels, from team briefings to executive meetings, further emphasises the priority of safety across all levels of the organisation and encourages everyone to voice any concerns.

It is also important that leaders consistently show their commitment to safety and demonstrate the values and behaviours that are desired across the organisation. Walking the talk is not just on the scheduled walk about – it is the unplanned walks that will add the most value and truly set the values and trust. On those walks be approachable and have a genuine interest in what is going on and why. Engage people at all levels in the organisation in discussions about their safety concerns, suggestions and improvements. Genuine engagement includes valuing the insights and experiences that are shared.

Genuine engagement builds good relationships which enable open, honest conversations about what is working and what is not – and why. Inclusive and open-minded leadership will help to ensure every voice is heard and valued. Great leaders don’t have all the answers, but they create the space where they can listen to diverse opinions and allow the answers to emerge collectively. Bring your best self to the table and others will do the same.

With open and honest engagement, organisations and their leaders can learn. When safety incidents or mistakes occur, leaders have the opportunity to understand what went wrong, and why, and how to prevent similar events in the future. Instead of placing blame, VFS leaders look for accountability and have a learning mindset that builds trust and creates an environment where employees feel safe reporting incidents. This then leads to increased confidence as leaders shape the environment around them and create a space where people are not just valued for their work but celebrated for their ideas and views. Leading with inclusivity and openness fosters creativity and a culture of trust and respect.

When safety concerns are raised, leaders should respond promptly and effectively. Addressing issues quickly shows that the leadership is serious about maintaining a safe workplace. People can be further empowered by implementing a ‘stop-work’ policy that allows halting of work if there is an immediate safety risk, without fear of repercussions. This sends a powerful message that safety is prioritised over productivity and encourages people to act on their responsibility for safety.

Leaders should show that they care about everyone’s wellbeing by supporting their safety needs, whether that means providing resources, training, or simply showing appreciation for safe practices. People respond positively when they are valued. Training and development contribute to this, but leaders also need to recognise and reward safe behaviours and understand what motivates their people. Training programmes should include ensuring that everyone is well-informed about the importance of safety. Leaders should be involved in these training sessions, not only to show their support but also to participate in learning, reinforcing their commitment to safety.

Dee Arp is chief quality officer at NEBOSH. Photograph: NEBOSH

Recognition for most is about being shown respect, rather than receiving ongoing praise for their efforts. Recognition and reward programmes can effectively reinforce the importance of safety if implemented consistently and fairly. Recognising safe behaviours can be as simple as verbal appreciation, or as formal as an award ceremony. By rewarding safe behaviour, leaders emphasise that safety is valued and appreciated.

Be ready for the challenge

It is important to recognise that implementing VFSL is not without its challenges. These can include resistance to change with some people sceptical about VFSL, especially if safety has not previously been a priority. Leaders can address this with patience and persistence, demonstrating consistency and sincerity in their safety approach.

Resource can be a challenge, particularly for small organisations. Leaders can focus on low-cost but high-impact initiatives, like direct engagement with people. We know leaders are busy people with multiple responsibilities, making it difficult to add more to the list. Setting a routine with clearly defined expectations and guidelines can help integrate VFSL into daily operations. This can also help to ensure consistency across organisations and maintain uniformity across different levels and departments.

It is the right thing to do

Embracing VFSL can make all the difference in cultivating a safer, healthier and more productive workplace for everyone. By making the presence and commitment of leaders evident to everyone, safety becomes visible, felt, and a shared responsibility. Leaders can nurture an environment where everyone feels empowered to prioritise their own and others’ safety. VFSL enhances traditional safety programmes by embedding safety into every aspect of the organisation, creating a workplace where safety is not just a rule to follow, but a core value to uphold.

It is the human touch – because people matter.

Dee Arp is chief quality officer at NEBOSH, responsible for providing leadership on qualification development and assessment and all compliance matters. She is speaking at the SHW Live (Safety, Health and Wellbeing Live) exhibition and conference in Manchester on 22–23 January on ‘Strategies to get supervisors and line managers to prioritise safety’ and ‘Creating the conditions for psychological safety’. See:

safetyhealthwellbeing.live

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