One of the worst things you can do when there’s a problem is assume the other person has bad motives. So don’t assume that about your supervisor. What you need to do is practice the life skill called “managing up.”
Recognize that your supervisor is a person, and, like any other person, is only human. If you reported a safety concern to your supervisor and had to follow up on that twice before he took action, why do you think that is? There could be many reasons, for example:
- He’s simply overloaded. If you think this might be the case, ask if there’s something you can do to make resolution of the safety problem less work for him.
- You presented it in a confusing way. What is the simplest way you can describe the safety problem so nobody has to guess what you are talking about?
- He has personal problems. Maybe people shouldn’t let their personal problems affect their work, but we are only human. And we all could use a kind word or two during the day. When’s the last time you showed appreciation for something specific your boss did?
- He’s already addressed the problem, but the work order wasn’t done or the person doing unsafe acts didn’t listen. In an ideal world, issuing a work order or speaking to the unsafe person corrects the problem and that’s the end of the matter. We don’t live in that world. Thank your boss for his previous action, but let him know something fell through the cracks.
Of course, it could be that your boss is lazy or at some point copped an attitude. While you should never assume this at the outset, you shouldn’t be blind to it if efforts to resolve safety problems consistently go nowhere. Going to war with one’s boss is generally not a good career move, so that’s not the approach you should take in such a situation. Instead, use factual and persistent persuasion.
For example, you’ve identified a particular eye hazard three times in as many weeks with no resolution. This is not a “one-off” that is due to overload but part of a pattern of seeming not to care. You could go into his office and remind him a fourth time. Or, you could go into his office and ask for his “help with something.” When he asks what, ask him to put his left hand over his left eye. After he does that, ask him to leave it there and to now put his right hand over his right eye. Then ask him to keep his hands there and read the documents on his desk. When he says he can’t do that, say you can’t do your work while blinded either. “There’s an eye hazard you need take care of…..”
Supervisors are human. This means they have human limitations and some understanding is essential when they aren’t at their best. But it also means supervisors sometimes need the same kind of nudge any other human being needs when their thinking isn’t clear. Use good judgment when managing up, and always be respectful.
