Earn the seat at the table.
A perspective from Norman K. Desormeaux on what it takes to protect people and strengthen organizations.
Technical competence is the foundation
EHS leaders need regulatory and technical expertise. But that expertise alone does not guarantee influence when leaders make decisions about investment, resources, timing and organizational priorities. To contribute at that level, safety professionals must learn the language of the business.
Connect risk to decisions
Executive conversations improve when the safety leader explains the exposure, the credible consequence, the strength of existing controls and the decisions required. That explanation should be accurate without becoming unnecessarily technical. A clear choice helps management move from awareness to action.
Partnership does not mean compromise
Understanding production, financial priorities and client expectations is not a retreat from safety. It is how safety leaders identify solutions that work under real operating conditions. Strong partnerships make it easier to challenge unsafe decisions early, before teams are committed to a plan that is difficult to change.
Influence is earned repeatedly
The strongest leaders bring evidence, offer workable options, communicate with respect and follow through. They know when to escalate and when to coach. Over time they become trusted because they help improve decisions—not simply because they identify problems.
Continue the conversation: The themes explored here are developed further in Norman's books and The Safety Directive.