Page 14 - Louisiana 811 Magazine 2017 Issue 4
P. 14

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sun: 15:!
hen I started my leositwrr Had the resmurant manager asked me at me telt that someone was going
as a safety manager and what the restaurant could do to make to receive, at a minimum, a dressing
risk and less manager things right with me and gotten me down tor striking the line. instead, we
_ marry years age, I made out of the store as happy as l could be determined our specific course of action

a '1:“Ck ST}: tD:u1une:‘at‘ahfastfl§e°d d atter the experience, the time fur a true in: each persoxgs rE.s‘pDfI|l5iblll|iE:i we d
res nurnn - re me e en re an investigation could come atterwards. a t e repairs one sa e y, quic yan
remeved the feed from the has, then Assessing where things went wrong with no lasting adverse media coverage
‘ nvheed that semeorle had actually and potentially blaming the culprit statt and no satety issues. what went wrong
taken a bite mat of the burger! had been member, should have occurred out or and what could have been done to
Swen Irate, I returned to the restaurant my presence The same is true with our avoid the situation was a topic tor later
and requested to sveak tn the manager businesses, our employees. discussion while cerminly not a "win,"
to air my mmplnint. Her reaction was , , , matters could have easily been much
ta immedratelw and wrth me awarfir-is Mm“ “ “““‘V 1"“ “' ’‘''‘“d‘ “'‘.d. . worse. Focusing on resolution was
some sort or resolution at the counter, damaaedr when an emvhryee Is "‘l‘“?dI definitely the answer here

cgnfmm the 5.33;“ an gppmm all torces should be mnblllllzednlo meet >

ggmp, H, find 0“, who was to glam’ satety requirements and heal the The redemption that an employee can
while I eventually Dptza ,,,, a mmnd situation. Assening blame leaves ieel about making a situation right and
and um, ,Eg,me,, m “,2 m,.,gu,gm the problem unresolved. it does not getting beyond the incident itselt can
again, ‘}1ElmDn‘ iwneg mg. uuly create an attitude to remain or to be also lead to a more truthhrl recounting
im,a,,,gg,E_ gkryfelsslfitnnfl, it 111111;‘ promotfs Ear. I 1 or tliel.lspTe}cih;s Ilhat led “[3, the problem

is ac oresou onisunor naey aswe. is epscon ueoamore

TDD many times, when svmethirrlz otten a poor retlection on the company appropriate solution in the hiture And
sees Wrong Drr a lab (-‘rurn rnlury 10 and the individuals involved. And the situation can detine a leader in the
lemperw damage. fmrn -1 safety dtntinn otten the media is there to record and process.

‘D a P'°d"m°" Pmbkm M the im.’ ""““°"“““ “V ‘'“d‘ ‘‘'5““' 1 am not sure that there is a moral to be
the tirst step is to assess blame. while I » , , »

ulgmmly H mm (am ar‘flly§‘§ D, several months atter tlus, our workers derived trorn receiving a partially eaten
Sum 50,, O, mmgggggn is mm, struck a mismarked water line in burger, but in this case, looking beyond
(espedau), Wmle details an mp and a prominent location All the local the incident and learning was certainly
evidence is tresh), the hrst step should ehflrmels Were Present and remrehng he1Phr1- I

not be blame; it should be resolution mar aeh°rIs- We hadr Pm" tn their

Blame acmeves We to mum gm arrival, huddled to determine our M; t;r;.:nri;iy ,n.,rii,.s- lgal .ir:.a.r.»yri.c'pnr,,.»
5m,ago,, and emplnyzgs fearing best course of action. Icould sense I sit“ a. we mar wv mt vi/or mm mi-
cnnszquences are often distracted trom that many at these emvleyees leokmg "‘

their true mission.

12 . Loulslarlu an em, Issue a
































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