3 tips to get started in the novel world of hybrid selling
At a workshop on virtual selling for the Key Account Managers of a Fortune-100 technology corporation, Anna, a participant with over 20 years of experience said:
“I can’t wait for this to be over and to go back to visiting my clients as usual.”
In today’s environment, comments like these are not uncommon – reluctance to change is a constant of human behavior and the world of hybrid selling is challenging for even veteran sellers. At the end of a recent Sales Transformation updating the sales model of a leading pharma company, Luis, a sales representative, commented:
“In our work, face-to-face meetings are all you need, all these tools (you just showed us) are no good.”
The number of people resistant to virtual selling in the last several months has soared to new heights, but this is not a sustainable mindset for the future.
Virtual selling in today’s environment
Virtual selling is not new. What is new is the speed at which it is being adopted under the current circumstances – at some organizations, by force, and at others, with great reluctance, as in the examples of Anna and Luis respectively. Mindsets like theirs are present in all sales organizations and purchase departments and represent the innate human response to a perceived threat, fight or flight. Employees will either take flight, mentally checking out, experiencing denial, and waiting for the storm to pass, or they will fight, taking action to sell virtually, but longing for things to be “back to normal”. What these Salespeople don’t realize is that virtual selling is here to stay and that its adoption cycle has shortened. In fact, virtual selling can be a significant advantage if they get a few things right. Welcome to the world of Hybrid Selling, where Salespeople strategically mix face-to-face with virtual client interactions to boost their productivity and results.
Does this imply that, once the physical access to clients is back, Salespeople will hardly leave the office? Nope. Or that building a great business relationship with new and potential clients will happen online with the same effectiveness? Also, no.
Still, looking ahead to the future of Salespeople like Anna and Luis, it is easy to picture them being outperformed by more dynamic colleagues, those who keep using virtual selling as another weapon in their arsenal once the pandemic is over. But how?
3 tips for Hybrid Selling
Trends from organizations across geographies and industries where face-to-face meetings are now possible suggest that there are 3 things Salespeople need to define:
- Determine your “efficient” time. This is the percentage of your time that could be more productively used for tasks other than meeting clients in person. What if, instead of travelling around to visit clients, you used part of that time to look for new prospects? Or to attend more industry events? Or to craft better proposals? Or to think of insights to bring to the existing clients? You get the idea. This percentage of your time and what you use it for are highly subjective, though our early findings suggest that it should account for less than 20 percent of the total work time. To determine your own percentage of efficient time, think of how many hours in a week you wished you had available to be more productive through tasks other than face-to-face meetings. If you are still undecided go with 10 percent for now (four hours per week). Then make a wish-list of what you would use your efficient time for – two or three elements will be enough.
- Implement a set of criteria to determine what meetings can go virtual. Now, look at your agenda for next week and decide what client meetings should go virtual to free up your goal efficient time. There is no magic formula here, though a checklist of criteria can help you weight the pros and cons. To aid in this, organizations can create defined guidelines to help make this decision easier for Salespeople – e.g. all first meetings with new potential clients should be face-to-face, if the key decision maker for the client is attending through videoconference you should do that too, etc. In most cases, multiple variables come into play, which makes the decision more nuanced. Still, it is helpful to review a set of criteria / dimensions such as in the example below. (Note: the content of the “Face-to-Face” and “Virtual” columns is specific to each Sales organization and should be agreed upon internally).
- Create a checkpoint plan to learn as you go. Steps one and two are a trial-and-error process: in the new reality most Salespeople are still learning how to engrain virtual selling into how they work. Leverage the process above once or twice before assessing your outcomes and make adjustments to create your own plan. Here are a few questions to help you get started:
a. Do you still need the same percentage of efficient time for the following weeks?
b. What quick wins are you observing, if any, in your new way of working? Are they scalable? What is their potential?
c. To what extent are you missing out on important face-to-face interactions? Include your clients’ feedback to get a full perspective.
COVID-19 has brought a shift in how Salespeople work and how clients expect Salespeople to interact with them. The good news is that traditionalist clients who would never take a virtual meeting in the past have now been forced to experiment with virtual communication tools and are more likely to accept some meetings as virtual interactions. Still, many seasoned account managers are dying to go back to the “good old days” of face-to-face meetings as soon as possible. These Salespeople are right to assume that face-to-face interactions will play a key role in the future, but their refusal to embrace hybrid selling is a big mistake – and will result in a missed opportunity for increased performance.
Who wants to be the next Anna or Luis? You have an opportunity to become a more productive Salesperson in the new normal, now it’s up to you to take it. If you don’t… others will.
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Many organizations invest large sums in assessments and training programs, but too often, employees revert to their previous ways.
This occurs because the initial assessment and resulting intervention targeted the symptom (behavior), rather than the root cause (mindset), of a performance gap.
So, how can an organization create long-lasting, business-improving behavioral change?
Assessments should expose the subliminal thoughts, feelings, assumptions, and beliefs that drive an employee’s current performance, or that may obstruct their full potential. Only then can assessors accurately design interventions that shift mindsets, and therefore behaviors, for the better. Here are three instances of how your organization can use this approach.
From individual insight to customized coaching
Oftentimes, excellent salespeople-turned-sales managers struggle to share their wisdom and drive peak performance from their teammates. Why? Because their individual insights into the art of selling are not universal.
No one skillset nor tried-and-true script makes a great seller. Rather, successful salespeople have a certain belief system that drives their curiosity towards customers, reactions to rejection, and general stamina. A simple shift in any of these mindsets can transform a sales team.
So, how do you implement this within your own team? Start by leveraging a mindset assessment that identifies the beliefs, values, and experiences currently at play. Then, follow up with a behavior-changing tool, such as personalized coaching, to help team members shift to mindsets that cement learning and ensure long-term behavior change.
Mindset shifts in multitudes
Pod coaching, also known as small-group coaching, is another way to leverage mindset assessments. Mindset assessments can be deployed at scale to provide cohort-level data, helping you select the key mindsets that need to change within a larger community.
For example, a leading multinational energy organization leveraged mindset assessments to map out a pod-coaching journey for its teams. The organization assessed 80 employees, identifying and creating customized coaching content to address the group’s most-needed mindset shifts. As a result, the journey was highly relevant to the teams’ most critical needs.
Some organizations have adopted cloud-based, self-paced individual learning journeys, the design of which is informed by mindset assessments. These mindset assessments identify individuals’ most beneficial shifts, which are then incorporated into their individually-personalized learning journeys.
Armed with this data, organizations can prioritize the shifts they see as critical for their people’s development today and save the shifts that will be more impactful in the future for a later date. The result is an ongoing personalized journey that grows with employees.
To ensure that your people’s default behaviors are the right ones for your organization, consider using mindset-evaluation assessments rather than behavior assessments. Mindset assessments allow you to identify and address the root cause of your peoples’ existing beliefs, shift them to ones that are aligned to your organization’s values, and structure a sustainable future for your organization.
This article was originally published in Sales & Marketing Management here.
It’s not enough to prepare for a sales call with general industry knowledge. Sellers need business acumen: a customer-specific grasp of business objectives and the metrics a customer uses to measure success.
Sellers need these insights in order to be agile in conversation and adjust their talking points as needed to address the motivations of different executives. That’s how they can position themselves — and the companies they work for — as true partners in success.
As it stands, only 20% of salespeople are prepared to offer any real value during a sales call. For sales leaders, it’s essential to develop their teams’ business acumen so that sellers are equipped to develop ongoing relationships with customers.
Customer-Centric Sales
Business acumen brings credibility. A seller who can range around in a conversation, listening for cues to shift to different business priorities and genuinely landing on the executive’s radar, will be invited back for further meetings.
This savvy also allows sellers to engage around the entire sales cycle and open up opportunities throughout. When sellers can see things from a customer’s perspective, they become trusted advisors.
Sales leaders can build their teams’ business acumen by facilitating the following steps:
1. Gather deep industry knowledge.
It’s not enough to have company-specific information; sellers need a working knowledge of their customers’ industries as well. It goes beyond “show me you know me” to being able to demonstrate exactly how a product or service will benefit a business — or, more to the point, the person seated across the table or fielding the call.
Sellers need to gather in-depth information about prospects and customers. Hit up social channels, read their 10-Ks, and keep up with industry press to know what’s going on right now: What are prospects’ recent struggles? Successes? Competitors? Customers they serve? What are the personas and demographics? All this information can provide context, allowing the seller to speak directly to prospects’ pain points and develop custom solutions for their businesses.
2. Develop the skills to secure a meeting.
Of all the skills to master as salespeople, getting introductions tops the list. In fact, 70% of customers value “connected processes” — contextualized engagements. Think of it as a seamless hand-off between a person in the seller’s network and a decision maker at a company.
Introductions entail more than the introduction itself. They also involve a strong point of view and the right questions to ask so that the customer executives open up about their businesses. It’s all about being relevant and bringing value to the conversation.
Related Post: 4 Ways to Help Your Salesforce Excel
3. Understand customers’ metrics.
Many salespeople enter the room with some understanding of a customer’s business challenges. Not as many come in with knowledge around the financials, initiatives, and KPIs used to measure success. Knowing how an executive will measure success lets a seller speak to those points specifically.
The seller must focus on the customer by offering assistance, following up regularly, and even helping to strategize next steps. The goal here is to ensure that the customers adopt the company’s products or services and see its business value. After all, their success will encourage additional purchases and a stream of revenue over time.
Related Post: How to Lead High Value Meetings with Senior Executives
4. Pair the offer with the value proposition.
Sellers need to have an offer that’s helpful or valuable. They need to know the products or services that will address the customer’s business challenges.
These discussions should carry over into training and enablement. One way to prepare sellers is through simulations, which let customer-facing teams immerse themselves in a customer’s challenges. Being on the inside of a business allows sellers to become more intuitive and develop custom solutions for current customers. And practice, whether with a seller’s manager or a professional coach, helps sellers to develop confidence in a safe environment.
Business acumen opens up the playing field for sellers, whether that’s through a new opportunity, greater customer success, or increased influence with a different executive within the customer’s business. Conversational agility and opportunity will give sellers the consultative skills that foster successful relationships.
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¿Se puede cambiar la cultura de una organización?
Hoy en día, hay pocas organizaciones que no se encuentren inmersas en uno (o varios) procesos de transformación cultural. Nuevas formas de trabajar en organizaciones más planas y adaptativas, mejoras en la cultura de seguridad, orientar la organización hacia sus clientes, transformaciones de las áreas comerciales, mejora de la excelencia operativa, por citar algunas.
Y es aquí donde viene una de las grandes preguntas:
¿se puede cambiar la cultura de una organización? Y, si es así, ¿cómo se hace?
Para ayudar a responder a estas preguntas, que a menudo nos hacen nuestros clientes y sobre las que hay mucho escrito, me gustaría compartir lo que en BTS hemos aprendido en los últimos 38 años sobre qué funciona y qué no (hasta ahora, que en esto de los cambios culturales uno nunca deja de aprender).
La buena noticia es que la respuesta a la pregunta de si se puede cambiar la cultura de una organización es sí.
La dificultad viene al responder a la segunda: ¿cómo se hace?
¿Un proyecto? ¿Una iniciativa?
Un punto importante a considerar es que los procesos de cambio o transformación cultural no son un proyecto con un inicio y un fin; es un proceso en constante evolución. Y esto es algo que en ocasiones genera tensión en las organizaciones, a menudo acostumbradas a un enfoque basado en proyectos.
¿Qué es crítico y a menudo se suele ignorar?
Hay una serie de elementos que, si se tienen en cuenta y se utilizan adecuadamente, harán que los esfuerzos de transformación sean mucho más eficaces. Desafortunadamente, muchas veces se ignoran.
Estos elementos críticos son:
- Involucrar a la gente. Cuanto más se hace partícipes de la transformación a las personas (a todos los niveles), más altas son las probabilidades de que implementen los cambios requeridos.
- Para entender el cambio hay que tangibilizarlo y experimentarlo. Consiste en conectar el marco teórico con acciones del día a día. Explicar la foto completa con transparencia es clave.
- Todos los cambios traen consigo cosas positivas, pero también tienen impactos negativos. Explicar la foto completa con transparencia es clave.
- Cambiar la cultura implica tiempo y requiere identificar y cambiar los “mindsets” y las estructuras diarias (símbolos) que definen cómo se hacen las cosas en la organización.
- La cultura debe estar fuertemente conectada con la estrategia.
¿Cómo recomendamos estructurar los procesos de cambio cultural?
Nuestro enfoque se compone de cuatro etapas: establecer resultados, crear líderes de cambio, incrustar cambios clave y sostener las nuevas formas de trabajo.
1. Establecer resultados
El primer paso en cualquier proceso de transformación es establecer resultados claros. Es crucial identificar los impulsores de la transformación y definir los resultados deseados de manera que se logre un verdadero alineamiento a nivel ejecutivo. A medida que se avanza, hay que conectar los puntos entre el propósito y la visión, entendiendo de dónde se viene, dónde se está y hacia dónde se quiere avanzar. Además, es esencial conectar la transformación con los objetivos organizacionales.
Algunas acciones relevantes de esta fase son:
- Recopilación de información (entrevistas, focus groups, visitas a operaciones,…)
- Diagnósticos culturales
- Definición de expectativas (Leadership Profiles
2. Crear líderes de cambio
En BTS creemos que todos los líderes son también líderes de cambio. Adoptar una mentalidad de “líder de cambio” requiere que los líderes experimenten y vean lo que se espera de ellos. Desde el inicio, es vital impulsar a la acción con ‘trabajo real’, como establecer nuevas prioridades y comunicar de forma transparente y eficaz.
Hay que comprometer (emocional y racionalmente) a los líderes con el cambio y hacerles ver cómo pueden impactar en la cultura a través de acciones concretas en el día a día.
Por último, es necesario proporcionar apoyo continuo para los cambios de mentalidad y comportamiento más difíciles y recoger retroalimentación sobre lo que funciona y lo que no en esta etapa.
Algunas acciones relevantes de esta fase son:
- Elaboración de Playbooks para roles críticos
- Despliegue de programas de liderazgo y cambio
- Feedback loops con los niveles ejecutivos
3. Incrustar cambios clave
Para lograr un cambio significativo, es esencial identificar los modelos mentales actuales y ofrecer nuevos que apoyen el estado deseado. Crear rutinas y símbolos que refuercen el cambio, así como identificar procesos, prácticas, eventos o normas ancladas en las viejas formas de trabajar, es crucial.
Cocrear nuevas formas de trabajo para su activación inmediata ayuda a cimentar estos cambios. A medida que se avanza, cambiar los sistemas y procesos que soportan y refuerzan los cambios cruciales es fundamental para el éxito a largo plazo.
Algunas acciones relevantes de esta fase son:
- Coaching a líderes
- Montar Sprints culturales
- Cascadear el cambio al resto de la organización
- Assessments para medir cambios de comportamientos
4. Sostener las nuevas formas de trabajo
El cambio no es solo un esfuerzo individual, sino también un fenómeno social. Por ello hay que proveer de las redes sociales necesarias para apoyar los cambios de mentalidad y comportamiento. Intervenir con apoyo individual para roles críticos y períodos específicos, así como incorporar nuevas formas de trabajo, asegura la continuidad del cambio.
Por último, hay que utilizar datos para analizar lo que funciona y lo que no, permitiendo crear el siguiente conjunto de intervenciones y apoyo necesarios.
Algunas acciones relevantes de esta fase son:
- Integración de los Playbooks en el ciclo de talento de la organización
- Practica de los nuevos comportamientos en el día a día con bots potenciados por IA
- Diseño de una oficina para monitorizar el cambio y definir nuevas acciones
- Diseño y lanzamiento de Comunidades de Práctica (CoP)
La importancia de ser paciente e impaciente a la vez
Los procesos de transformación cultural son uno de los elementos más retadores, ya que nunca existe una receta única.
Ser estratégicamente paciente (teniendo claros esos resultados deseados y evitando dar bandazos), pero tácticamente impaciente (realizando acciones en las fases expuestas anteriormente y viendo qué funciona y qué no, para pivotar y corregir) es clave en los procesos de transformación.
El enfoque de las 4 fases ayuda a ello, posibilitando que estos viajes se conviertan en una experiencia enriquecedora para la organización, y no en un dolor de los que dejan cicatriz en la memoria colectiva.
Este es solo un resumen.
Si quieres profundizar en el enfoque completo, ejemplos y claves prácticas:
Descarga el PDF completo y accede a todo el contenido.
En todos los sectores, la seguridad está experimentando un cambio estructural. Lo que antes se gestionaba principalmente como una función de cumplimiento o una métrica de desempeño se entiende cada vez más como un reflejo de cómo las organizaciones están diseñadas, lideradas y mejoradas de forma continua.
En entornos complejos y de alto riesgo, la seguridad no se logra únicamente mediante un mayor control o programas adicionales. Surge de la interacción entre el comportamiento del liderazgo, el diseño operativo, los entornos de decisión y la capacidad de la organización para aprender y adaptarse.
Basándonos en la ciencia global de la seguridad, el enfoque de Human & Organizational Performance (HOP), la investigación sobre seguridad psicológica y nuestra experiencia en transformación en múltiples industrias, identificamos ocho cambios clave que están definiendo la próxima evolución de la cultura de seguridad.
1. La seguridad como valor organizacional central
La seguridad está dejando de tratarse como una prioridad cambiante. Las prioridades compiten. Los valores guían.
Cuando la seguridad se convierte en un valor central, influye en la toma de decisiones, en los compromisos bajo presión, en la planificación operativa y en la asignación de recursos. La seguridad pasa a ser una consecuencia natural de cómo funciona el sistema, en lugar de una iniciativa añadida a la producción.
Este cambio también redefine el rol de las funciones de seguridad: de supervisar el cumplimiento a habilitar un desempeño seguro y sostenible.
2. El aprendizaje como disciplina operativa
Las organizaciones están integrando el aprendizaje continuo en las operaciones diarias. En lugar de centrarse solo en lo que falló, exploran señales débiles, casi accidentes, fricciones operativas y adaptaciones exitosas.
El aprendizaje se convierte en una capacidad clave que acelera la generación de insights, fortalece la resiliencia y mejora la calidad de las decisiones.
3. Responsabilidad del liderazgo en todos los niveles
La cultura de seguridad se reconoce cada vez más como una capacidad de liderazgo, no solo como responsabilidad del área de HSE.
- Los directivos marcan la dirección y el tono.
- Los mandos intermedios traducen las expectativas en decisiones operativas.
- Los supervisores configuran el entorno de decisiones del día a día.
Las organizaciones exitosas convierten las expectativas de seguridad en comportamientos concretos de liderazgo y rutinas diarias, generando claridad y alineación entre niveles.
4. La seguridad psicológica como infraestructura
Una cultura de seguridad sólida depende de entornos donde las personas se sientan seguras para hablar.
Cuando los empleados perciben seguridad psicológica, las señales débiles emergen antes, los riesgos se discuten abiertamente y el aprendizaje se acelera.
La seguridad psicológica es una infraestructura operativa, no un tema “blando”.
5. Amplificar lo que funciona
Existe un reconocimiento creciente de que la mayor parte del trabajo se realiza de forma segura, a menudo en condiciones variables.
Estudiar el éxito revela la capacidad adaptativa y fortalece la resiliencia. Esto complementa el análisis tradicional de incidentes al reforzar la experiencia y la confianza.
6. Alinear el trabajo “imaginado” con el trabajo “real”
Los procedimientos y planes rara vez capturan perfectamente la complejidad operativa.
Las organizaciones líderes reducen la brecha entre políticas y realidad operativa incorporando la perspectiva del personal de primera línea y empoderando la autoridad para detener el trabajo.
El objetivo es una mejor alineación entre diseño y ejecución.
7. Diseñar para la toma de decisiones humana
Los incidentes suelen derivarse de sesgos cognitivos predecibles como la normalización de la desviación, el sesgo hacia la producción, el exceso de confianza y el sesgo retrospectivo.
Reconocer estas trampas en la toma de decisiones desplaza el enfoque de culpar a las personas hacia fortalecer los entornos de decisión.
8. La evolución cultural como capacidad a largo plazo
Una cultura de seguridad sostenible requiere integración en lugar de reinvención, desarrollo estructurado de capacidades en lugar de programas puntuales y medición del impacto conductual en lugar de métricas de actividad.
Las organizaciones que tienen éxito:
- Integran la seguridad en los sistemas existentes de liderazgo y operación
- Diseñan itinerarios de aprendizaje que apoyan la aplicación en el día a día
- Miden el cambio de comportamiento y los resultados operativos
- Refuerzan el progreso de manera consistente en el tiempo
La evolución cultural es un compromiso sostenido con la alineación del sistema y el desarrollo de capacidades.
Conclusión
La evolución de la cultura de seguridad trata menos de añadir controles y más de fortalecer sistemas.
La seguridad es algo que las organizaciones producen: a través de la claridad del liderazgo, el diseño operativo, la seguridad psicológica y el aprendizaje continuo.
Quienes integren estas capacidades de forma consistente no solo reducirán riesgos. Construirán organizaciones más resilientes, sostenibles y de alto desempeño.
Sources & references:
- WorldSteel Association. Safety Culture & Leadership Fundamentals.
- Norsk Industri (2025). Safety Leadership and Learning: A Practical Guide to HOP.
- D. Parker et al. / Safety Science 44 (2006). Development of Organisational Safety Culture
- Hollnagel, E. (2014). Safety-I and Safety-II: The Past and Future of Safety Management.
- Hollnagel, E. (2018). Safety-II in Practice: Developing the Resilience Potentials.
- Conklin, T. (2012). Pre-Accident Investigations: An Introduction to Organizational Safety.
- Edmondson, A. (2018). The Fearless Organizations
- Reason, J. (1997). Managing the Risks of Organizational Accidents.
- Resilience Engineering research (Hollnagel,Woods, Leveson and others).
Across industries, safety is undergoing a structural shift. What was once managed primarily as a compliance function or performance metricis increasingly understood as a reflection of how organizations are designed, led and continuously improved.
In complex and high-risk environments, safety is notachieved through stronger enforcement or additional programs alone. It emerges from the interaction between leadership behavior, operational design, decision environments and the organization’s capacity to learn and adapt.
Drawing on global safety science, Human & Organizational Performance (HOP), research on psychological safety, and our cross-industry transformation experience, eight key shifts are shaping the next evolution of safety culture.
1. Safety as a Core Organizational Value
Safety is moving beyond being treated as a shifting priority. Priorities compete. Values guide.
When safety becomes a core organizational value, it shapes decision-making, trade-offs under pressure, operational planning and resourceallocation. Safety becomes the natural consequence of how the system operates,rather than a campaign layered on top of production.
This shift also redefines the role of safety functions, from compliance policing to enabling safe and sustainable performance.
2. Learning as an Operating Discipline
Organizations are embedding continuous learning into everyday operations. Rather than focusing only on what failed, they exploreweak signals, near misses, operational friction and successful adaptations.
Learning becomes a core capability, accelerating insight, strengthening resilience and improving decision quality.
3. Leadership Ownership at All Levels
Safety culture is increasingly recognized as a leadership capability, not solely an HSE responsibility.
Executives define direction and tone.
Middle managers translate expectations into operational decisions.
Supervisors shape the daily decision environment.
Successful organizations translate safety expectations into concrete leadership behaviors and daily routines, creating clarity and alignment across levels.
4. Psychological Safety as Infrastructure
A strong safety culture depends on speaking-up environments.
When employees feel psychologically safe, weak signals surface earlier, risk trade-offs are openly discussed and learning accelerates.
Psychological safety is operational infrastructure , not a soft topic.
5. Amplifying What Works
There is growing recognition that most work is completed safely, often under variable conditions.
Studying success reveals adaptive capacity and strengthens resilience. This complements traditional incident analysis by reinforcing expertise and confidence.
6. Aligning Work-as-Imagined and Work-as-Done
Procedures and plans rarely capture operational complexity perfectly.
Leading organizations reduce the gap between policies and operational reality by inviting front line input and empowering stop-work authority.
The goal is better alignment between design and execution.
7. Designing for Human Decision-Making
Incidents often stem from predictable cognitive biases such as normalization of deviance, production bias, overconfidence and hindsight bias.
Recognizing these decision traps shifts focus from blaming individuals to strengthening decision environments.
8. Cultural Evolution as a Long-Term Capability
Sustainable safety culture requires integration rather than reinvention, structured capability journeys rather than one-off programs, and measurable behavioral impact rather than activity metrics.
Organizations that succeed:
- Integrate safety into existing leadership and operational systems
- Design earning journeys that support day-to-day application
- Measure behavioral change and operational outcomes
- Reinforce progress consistently over time
Cultural evolution is a sustained commitment to system alignment and capability building.
Conclusion
The evolution of safety culture is less about adding controls and more about strengthening systems.
Safety is something organizations produce — through leadership clarity, operational design, psychological safety and continuous learning.
Those who embed these capabilities consistently will not only reduce risk. They will build more resilient, sustainable and high-performing organizations.
Sources & references:
- WorldSteel Association. Safety Culture & Leadership Fundamentals.
- Norsk Industri (2025). Safety Leadership and Learning: A Practical Guide to HOP.
- D. Parker et al. / Safety Science 44 (2006). Development of Organisational Safety Culture
- Hollnagel, E. (2014). Safety-I and Safety-II: The Past and Future of Safety Management.
- Hollnagel, E. (2018). Safety-II in Practice: Developing the Resilience Potentials.
- Conklin, T. (2012). Pre-Accident Investigations: An Introduction to Organizational Safety.
- Edmondson, A. (2018). The Fearless Organizations
- Reason, J. (1997). Managing the Risks of Organizational Accidents.
- Resilience Engineering research (Hollnagel,Woods, Leveson and others).