With roots in regulatory compliance, it is no wonder that the internal view for EHS professionals is not always rosy. At times even being called or thought of as a cop. There are numerous evolving concepts that impact EHS effectiveness well beyond regulatory compliance. Some of these include the use of EHS management systems and six-sigma. Another area is how EHS audits are conducted and findings used. Still another is the role EHS professionals can play when their context (you can also say “mental models”) shift from one that is compliance-based (cop-on-the-beat) to one of advising and coaching.
A piece to this shift is accountability. In an advising/coaching role, EHS accountability is shared in partnership. EHS management systems help provide a framework for partnerships to flourish.
Another piece in this shift is the extent to which EHS professionals, first view themselves as an advisor/coach, and second, the extent to which advising/coaching skills are evolved to the point of effectiveness. In the lecture I mentioned in the previous post, by Professor Ed Schein of MIT, he framed this also in terms of “helping” as well as coaching skills. Points from his 2009 book titled “Helping: How to Offer, Give, and Receive Help, Understanding Effective Dynamics in One-on-One, Group, and Organizational Relationships” were presented. For EHS Professionals, there is clearly a need to have technical expertise in a “helping” or “coaching” role. In addition, as suggested by Professor Schein, there is a need to understand the “sociology of human interaction,” and take into account things like social order, exchange dynamics, deference, and demeanor.
Focusing on the art of inquiry and dialogue is a good starting point for EHS Professionals who want to strengthen their advising, coaching, or helping skills. Some inquiry and dialogue seeds may have been planted in an EHS management system lead auditor course, or graduate class on survey research.
There is value for EHS Professionals and their department as a whole to look at this question of how they are viewed in their organization. Are you viewed as a cop to be avoided? Or as a trusted partner who adds value, insight, and effectiveness? Movement toward the latter is key to an integrated EHS department and will impact EHS strategic planning.
© Redinger EHS, Inc. (2010)