The issue of mental health in aviation is not a new topic—pilots, crews, air traffic controllers, and other professionals have long faced the challenges of mental well-being, often accompanied by a reluctance to address these concerns. However, it is essential to shed light on another group affected by stress: Safety Managers.
Safety Managers hold a unique and demanding role within an organization. As I reflect on my own experiences, I am reminded of a toy from the 1970s called “Stretch Armstrong,” whose arms and legs could be stretched out and then slowly returned to their original form, only to be stretched again at the will of the child. This image resonates with how Safety Managers often find themselves in a similar state—constantly being stretched in multiple directions, only to return to their previous state, only to be stretched once more.
The COVID-19 pandemic was a particularly challenging time for Safety Managers globally. Many of us were tasked with developing new programs, processes, and procedures on short timelines, all while navigating a world of virtual meetings and extended work hours. As difficult as it was, this period provided invaluable lessons, including a deeper understanding of burnout.
What Burnout Looked Like to Me
During this time, burnout manifested in several ways:
Fatigue: A constant, overwhelming sense of tiredness.
Second-guessing: A lack of confidence in decisions.
Anxiety: Uncertainty surrounding the future.
Overwhelm: A persistent sense of being behind and unable to catch up.
Compulsion to Work: A sense of obligation to work, even when the desire was not there, due to the necessity of getting things done.
It is easy to tell someone they must take care of themselves, but in practice, it's not always so simple. I cannot count the number of times in both my personal and professional life that I wished someone would say, “You’re done for the day. Come back in a week. The time is on us.” However, this is not always feasible—limited paid time off and heavy workloads remain a reality for many. As a result, the cycle of stress, lack of self-care, and recovery continues.
The Cycle of Stress and Recovery
I find great value in connecting with other safety professionals—whether they are Directors of Safety, Safety Managers, or Safety Officers, whether they work full-time or part-time. These interactions provide an opportunity to discuss common challenges, share experiences, and offer advice on how to effectively engage with Safety Management Systems (SMS). There exists a shared commitment among Safety Managers to focus not on the business side of operations, but on the proper functioning and engagement with the SMS itself.
During the pandemic, virtual Safety Manager gatherings became commonplace as we collectively navigated the unknown. There was often a subtle undertone to the simple yet loaded question, “How are you doing?” It was always striking when I admitted feeling stressed and overwhelmed. In response, I received empathy and support from others who shared their own experiences, some of which I will outline below.
The Role of the “Go-To Person”
When a crisis arises, Safety Managers are often the first called upon to provide guidance. Their position exposes them to numerous elements of the organization, leading to the perception that they have all the answers. While this is partly true, it is essential to remember that safety is a team effort. The saying “It takes a village” is a reminder to take a moment before agreeing to take on every responsibility and to recognize the importance of collaboration.
Resource Allocation: Show Me the Money
One challenge Safety Managers frequently face is the allocation of resources. In some cases, safety is the underfunded department that is left asking for additional resources. Questions such as, “Why do we need this?” or “How does it improve our bottom line?” can be difficult to answer for those unfamiliar with the nuances of safety management. The best advice I ever received came from an insurance underwriter who encouraged me to learn the financial language early and provided me with valuable resources.
Audits: Understanding the Scope
Audits are an inevitable part of the safety landscape, but not every audit falls within the purview of the Safety department. While Safety Managers may oversee some aspects, it is crucial to understand the scope of the audit, seek assistance when needed, and divide responsibilities to make the process more manageable.
Managing an Underperforming Program
One of the most common challenges faced by Safety Managers is managing programs that are struggling with low engagement. This might manifest as low participation in SMS, the creation of forms that are never used, or leadership disengagement due to perceptions of added workload. In these cases, a reset is often necessary. Whether it’s reassessing your approach, revisiting the effectiveness of training programs, or revitalizing a stale meeting, reflection and input from others are key.
Conclusion
The mental health of Safety Managers is a critical, often overlooked aspect of aviation safety management. By addressing these challenges and fostering a supportive, collaborative environment, we can ensure not only the success of safety programs but also the well-being of those managing them. Effective leadership in this area requires both recognizing and addressing the pressures faced by Safety Managers, ensuring they have the resources, support, and time necessary to thrive in their roles.