A safety moment at a recent company town hall struck a chord with me as the presenter described how leaders are challenging their staff to expand their culture of caring. At POWER and WSP, I have witnessed first-hand the genuine concern our teams show one another in the field and the unwavering commitment our leaders have for the safety and success of our staff.
However, I was challenged to consider how I could elevate my own “culture of caring.” What’s something I could do beyond simply recalling the challenges I faced during my early career field days—pushing through brush in a steamy right-of-way, navigating wetlands that overtopped my boots or being carried away by mosquitos.
I need to ensure that my open-door policy opens both ways. Rather than just encouraging staff to meet me in the office or give me a call, my managers and I need to actively plan to meet our teams in the field and truly walk a mile in their shoes.
By meeting our teams where they work, we gain valuable insights into how our teams perceive and mitigate field safety risks—through comprehensive job hazard analyses (JHA) and practical on-the-ground actions. Our collective goal is to avoid serious, life-altering incidents that can impact personal lives and disrupt business operations, but there is so much that happens well before a serious incident occurs.
Recently, I joined several team members in the field to observe active transmission line construction. This project’s scope included siting and routing; public involvement (including an open house); ecological, cultural and Phase I Environmental Site Assessment field surveys; local, state and federal permits; engineering design; and construction inspection.
As on-site professional ecologists and public involvement specialists, we observed the stormwater pollution plan we drafted in action. We spoke with construction crews about pull pad placement for the next project. We observed final structures being installed while carefully preserving nearby wetlands and respecting landowners’ requests.
But, perhaps most importantly, we kept each other safe—through the mundane, like the same route we’d driven many times before, and through new experiences, such as active conductor pulling. We also stayed safe by meeting essential requirements, including reviewing the Site-Specific Safety and Health Plan and executing the detailed JHA.
As leaders, we have a responsibility to make safety a daily conversation by clearly communicating expectations and holding every team member accountable. When we lead with authenticity and have a fresh memory of field challenges—the weather conditions, the terrain, the travel— we can better guide teams to identify hazards, conduct thorough assessments and take ownership of their safety.
This proactive approach not only protects our people but also leads to successful projects and satisfied clients.
I challenge you to swing your door open, dust off your field gear and refresh your perspective. Go see the field again alongside your team with fresh eyes and a renewed commitment to safety.
Article originally published in the Summer 2025 issue of Currents. Subscribe today to stay current on environmental insights and regulatory updates that impact your project.