We all think that we're important, but our risk industry gets stronger with each generation. This article is centered on remembering how we were successful and making sure that we provide the same opportunities for success for those we are mentoring. So, as usual, in this Expert Commentary, I will provide some personal examples of both my mistakes and wins.
Be Their Advocate
I once received an unexpected promotion, and leadership asked for my recommendation on who should assume my role. Having mentored a great team over the years, I recommended someone who had joined the safety team as an engineer. The vice president at the time called and noted, "I hate to mention the W-word, but that may not fly." Ultimately, I was able to convince the masses that a woman was perfectly fine for the role. The key was telling the vice president what he needed to hear, not what he wanted to hear.
It's What You Say
As a leader, every word you say has weight to those under you. I have had some wonderful teams over the years, and one that I personally damaged. We had gathered to collaborate on a specific safety issue. Each safety manager there was hoping to take over my role when I moved on, and it was one of the best gatherings we had.
As we were wrapping up, someone asked, "Do you have any idea of what our focus will be for the balance of the years?" My response was, "That's likely something Jennifer and I will figure out." Though Jennifer was indeed my likely replacement, by blurting that out, I had made it known that no one else really had a chance to lead the group. As soon as I said it, I knew what I had done. For those hoping to lead the team, I had broken their aspirations and their spirit. I did that.
As another example of how words do matter, I once had the misfortune of working for a bully. After their first off-hand comment to me, I listened closer to everything that was said. The classic example was when I proudly told my boss that I was asked to speak at a large conference in Houston. The reply: "Well, I could probably draw a bigger crowd."
Conferences Are Beneficial
I once advocated several of my peers to attend a conference on suicide prevention in Denver and was very happy to see most of us were able to make it. Afterward, my challenge was to encourage those who had attended the event to step aside and have one of their peers attend the next year. Instead, they all came back the following year, limiting the learning experience to only those select few. No one else learned what they did.
After several years of attending the IRMI Construction Risk Conference and having the chance to speak, I told IRMI leadership it was time to step aside. I miss the gang, of course, but someone else was sitting in my seat this year, learning and benefiting from the experience. That's focusing on the next generation right there.
Raising Raghu
Before I met Raghu, I never knew anyone from India. He was my safety manager at a site in Afghanistan during the war, and he saw some tough times for sure.
Over the years, I worked closely with Raghu, sharing what I had learned in my career and, yes, correcting his English and writing. My wife thought that it was rude, but he loved the help. We walked sites together and became the best of friends, and we still are. I can easily say the work that we did together over those years and after saved some lives.
When I left that position, Raghu stepped right in because of the following.
He understood the leaders that I had been reporting to and what was important to them.
He knew what to say, to whom, and when to say it.
He gained an understanding of my safety philosophy and carried some of that forward, adding his own perspective.
I dragged him along to meetings where he was not invited and conferences he had never heard about, and soon, he was seen as my "go-to" guy when I was not around.
Today, he is still leading the overseas teams for Gilbane. And I bet that he's showing some of the younger members of his teams the ropes, just as I did.
Turn Off Your Phone, and Trust Your Team
This tip was shared by the best safety director that I have worked for, Tony O'Dea at Gilbane. He said that, when he goes on vacation, he never calls in to see how things are going. He knew the damage that little sense of distrust could bring to his team. If the s*** hit the fan, they could call. By not calling otherwise, his message was clear—he had the best teams, they had his trust, and they would and could succeed without him. Love that tip.
Interns, Interns, Interns
I was asked to speak at Keene State College in New Hampshire to the first-year class of safety professionals. Andrew Leone was part of that class. The following year I got a call from him; he asked if he could intern with my firm at the time, Turner. I had been running a large tunnel project in the Bay Area and invited him out for the summer. He was a quick study, and he soon learned how construction safety should be done and how it should never be done.
The project was under the direction of the US Department of Energy, which was high-risk work, and we both quickly learned that my typical general contractor safety approach to a job was a failure in this context. It was rough for a while, but we both worked a lot of hours and learned what a true safety system looks like. Almost 20 years later, Andrew is Turner's vice president and operations safety executive.
As another example, at a career fair at the University at Buffalo, a young student stopped by and asked for a job. I chuckled, I am sure, but replied, "If you can get out and gain some experience, give me a call." As I was touring a site in California about 2 years later, Prachi Gaude called me. "I hope you remember me. I asked for a position, and you told me to go get some experience first. Well, I did, and I want to work for you."
Over the next few years, she became one of the best safety professionals on my team and remains one of my best friends. Whenever we speak, she always recounts something that I taught her that I have long forgotten. That makes me happy.
The "Expert" Conversation
Personal confidence for safety folks is elusive. A safety professional may come across as cocky, but often that is a bit of bluster. We are forever second-guessing what we do and stay awake contemplating what we should have done.
When I retired, I got a call from an attorney asking if I could help with a case. We spoke for about an hour, and he noted, "You really are an expert in this." I wasn't sure how to reply, but that one comment put a smile on my face. Never in my career had someone mentioned that I was an expert. That comment made the 4,600 nights on the road important.
I recognized the power of that simple conversation, and instead of pouring a tall one, I called some of those that I had mentored in the past: Jennifer, Raghu, Andrew, and Prachi, among them—my second family, if you will. I started with a casual conversation, and when it seemed right, I reminded each of them: "Hey, I hope you understand what an expert you are in this very tricky field." Within a few days, several called to say thanks.
Conclusion
As we enter a new year, please take the time to consider the effect that you can have on the next generation of safety professionals, and confirm their expertise and dedication before they leave you or the trade. To sum up, take the time now to focus on who will replace you. There may be one or several candidates, and I recommend doing the following.
When planning your 2026 calendar, make sure your replacements go to the conferences that you do. Take them the first year, introduce them to your friends and clients, and then stop going.
Be honest but not a bully, and give everyone an equal chance for your role. Every time they screw up is a learning opportunity. Teach them to acknowledge their mistakes, remember them, and move on.
Take the time to highlight your team, not yourself. Also, take the team photo yourself. When walking around a site, have your safety or risk manager pose with the client. Set the stage for the next generation.
Take the time to thank those who truly make a difference in your world. Try to get them together for dinner with their spouse or significant other. This will accomplish two things: Both will understand how important they are to you, and they will also learn how to care for their replacement.
Put together a succession plan now for the next few years. If you die tomorrow, did you train someone to step in? If the answer is no, that should be your 2026 goal.
Opinions expressed in Expert Commentary articles are those of the author and are not necessarily held by the author's employer or IRMI. Expert Commentary articles and other IRMI Online content do not purport to provide legal, accounting, or other professional advice or opinion. If such advice is needed, consult with your attorney, accountant, or other qualified adviser.
We all think that we're important, but our risk industry gets stronger with each generation. This article is centered on remembering how we were successful and making sure that we provide the same opportunities for success for those we are mentoring. So, as usual, in this Expert Commentary, I will provide some personal examples of both my mistakes and wins.
Be Their Advocate
I once received an unexpected promotion, and leadership asked for my recommendation on who should assume my role. Having mentored a great team over the years, I recommended someone who had joined the safety team as an engineer. The vice president at the time called and noted, "I hate to mention the W-word, but that may not fly." Ultimately, I was able to convince the masses that a woman was perfectly fine for the role. The key was telling the vice president what he needed to hear, not what he wanted to hear.
It's What You Say
As a leader, every word you say has weight to those under you. I have had some wonderful teams over the years, and one that I personally damaged. We had gathered to collaborate on a specific safety issue. Each safety manager there was hoping to take over my role when I moved on, and it was one of the best gatherings we had.
As we were wrapping up, someone asked, "Do you have any idea of what our focus will be for the balance of the years?" My response was, "That's likely something Jennifer and I will figure out." Though Jennifer was indeed my likely replacement, by blurting that out, I had made it known that no one else really had a chance to lead the group. As soon as I said it, I knew what I had done. For those hoping to lead the team, I had broken their aspirations and their spirit. I did that.
As another example of how words do matter, I once had the misfortune of working for a bully. After their first off-hand comment to me, I listened closer to everything that was said. The classic example was when I proudly told my boss that I was asked to speak at a large conference in Houston. The reply: "Well, I could probably draw a bigger crowd."
Conferences Are Beneficial
I once advocated several of my peers to attend a conference on suicide prevention in Denver and was very happy to see most of us were able to make it. Afterward, my challenge was to encourage those who had attended the event to step aside and have one of their peers attend the next year. Instead, they all came back the following year, limiting the learning experience to only those select few. No one else learned what they did.
After several years of attending the IRMI Construction Risk Conference and having the chance to speak, I told IRMI leadership it was time to step aside. I miss the gang, of course, but someone else was sitting in my seat this year, learning and benefiting from the experience. That's focusing on the next generation right there.
Raising Raghu
Before I met Raghu, I never knew anyone from India. He was my safety manager at a site in Afghanistan during the war, and he saw some tough times for sure.
Over the years, I worked closely with Raghu, sharing what I had learned in my career and, yes, correcting his English and writing. My wife thought that it was rude, but he loved the help. We walked sites together and became the best of friends, and we still are. I can easily say the work that we did together over those years and after saved some lives.
When I left that position, Raghu stepped right in because of the following.
Today, he is still leading the overseas teams for Gilbane. And I bet that he's showing some of the younger members of his teams the ropes, just as I did.
Turn Off Your Phone, and Trust Your Team
This tip was shared by the best safety director that I have worked for, Tony O'Dea at Gilbane. He said that, when he goes on vacation, he never calls in to see how things are going. He knew the damage that little sense of distrust could bring to his team. If the s*** hit the fan, they could call. By not calling otherwise, his message was clear—he had the best teams, they had his trust, and they would and could succeed without him. Love that tip.
Interns, Interns, Interns
I was asked to speak at Keene State College in New Hampshire to the first-year class of safety professionals. Andrew Leone was part of that class. The following year I got a call from him; he asked if he could intern with my firm at the time, Turner. I had been running a large tunnel project in the Bay Area and invited him out for the summer. He was a quick study, and he soon learned how construction safety should be done and how it should never be done.
The project was under the direction of the US Department of Energy, which was high-risk work, and we both quickly learned that my typical general contractor safety approach to a job was a failure in this context. It was rough for a while, but we both worked a lot of hours and learned what a true safety system looks like. Almost 20 years later, Andrew is Turner's vice president and operations safety executive.
As another example, at a career fair at the University at Buffalo, a young student stopped by and asked for a job. I chuckled, I am sure, but replied, "If you can get out and gain some experience, give me a call." As I was touring a site in California about 2 years later, Prachi Gaude called me. "I hope you remember me. I asked for a position, and you told me to go get some experience first. Well, I did, and I want to work for you."
Over the next few years, she became one of the best safety professionals on my team and remains one of my best friends. Whenever we speak, she always recounts something that I taught her that I have long forgotten. That makes me happy.
The "Expert" Conversation
Personal confidence for safety folks is elusive. A safety professional may come across as cocky, but often that is a bit of bluster. We are forever second-guessing what we do and stay awake contemplating what we should have done.
When I retired, I got a call from an attorney asking if I could help with a case. We spoke for about an hour, and he noted, "You really are an expert in this." I wasn't sure how to reply, but that one comment put a smile on my face. Never in my career had someone mentioned that I was an expert. That comment made the 4,600 nights on the road important.
I recognized the power of that simple conversation, and instead of pouring a tall one, I called some of those that I had mentored in the past: Jennifer, Raghu, Andrew, and Prachi, among them—my second family, if you will. I started with a casual conversation, and when it seemed right, I reminded each of them: "Hey, I hope you understand what an expert you are in this very tricky field." Within a few days, several called to say thanks.
Conclusion
As we enter a new year, please take the time to consider the effect that you can have on the next generation of safety professionals, and confirm their expertise and dedication before they leave you or the trade. To sum up, take the time now to focus on who will replace you. There may be one or several candidates, and I recommend doing the following.
Opinions expressed in Expert Commentary articles are those of the author and are not necessarily held by the author's employer or IRMI. Expert Commentary articles and other IRMI Online content do not purport to provide legal, accounting, or other professional advice or opinion. If such advice is needed, consult with your attorney, accountant, or other qualified adviser.