When we think of an Occupational Health and Safety professional, we usually picture someone with extensive technical knowledge, a strong command of legislation, and the ability to identify hazards. Yet in today’s workplaces, that is no longer enough. A growing number of experts agree that emotional intelligence is one of the most important competencies for building a strong and sustainable prevention culture.
For example, specialist Camille Oakes, author of “EQ for the Safety Leader,” argues that safety leaders should complement their technical expertise with emotional skills that allow them to influence others, connect with people, and build trust.
What Is Emotional Intelligence?
Emotional intelligence is the ability to recognize, understand, and manage our own emotions, as well as to identify and positively influence the emotions of those around us.
In occupational health, this ability is especially valuable because much of the work involves influencing behavior, promoting change, and gaining the commitment of people over whom there is often no direct authority.
The Challenge for Safety Professionals
Unlike other leadership roles, occupational health and safety professionals are often accountable for outcomes that depend on others:
- They need workers to adopt safe behaviors.
- They must persuade management to invest in preventive controls.
- They promote operational changes that require support from different areas.
- They frequently communicate difficult information following incidents or accidents.
In other words, success depends not only on technical knowledge, but also on the ability to influence others and build relationships.
An Everyday Example: The Use of PPE
Consider a program designed to improve the use of personal protective equipment (PPE). A person with high emotional intelligence can:
- Persuade leadership to allocate a budget for suitable equipment.
- Work with Human Resources to strengthen internal policies.
- Motivate workers to understand the importance of using PPE correctly.
- Encourage conversations with engineering to eliminate or reduce the hazard at its source.
In other words, the focus is not only on enforcing compliance, but also on building commitment and creating more effective solutions.
Five Key Emotional Skills for Safety Leaders
According to Oakes’s EQ 2.0 model, there are five core competencies:
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Self-perception: Understanding our strengths, limitations, and emotional reactions.
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Self-expression: Communicating ideas, concerns, and recommendations clearly and respectfully.
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Interpersonal relationships: Building trust and credibility with workers, supervisors, and executives.
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Decision-making: Analyzing complex situations without being guided solely by pressure or emotions in the moment.
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Stress management: Remaining calm and effective during incidents, audits, or high-pressure situations.
Like any technical tool, these competencies can be learned and refined through practice. Safety professionals who develop their emotional intelligence are better equipped to lead change, strengthen the prevention culture, and achieve more sustainable results.
Risk prevention does not depend solely on standards, procedures, or inspections. It also depends on the ability to connect with people and exert a positive influence.