What should you do when you encounter such a leader?

It is your responsibility to ensure normal production and to prevent any safety issues! Our leaders also often say that safety is a red line that must not be crossed; in actual production, it is essential to carry out operations normally in order to avoid accidents. When their instructions are incorrect, we can discuss the best solution with other colleagues. Both equipment and manufacturing processes must be subordinated to safety, but everything ultimately has to align with environmental protection – that’s what our leaders always say! Without safety, there’s nothing at all! In fact, normal production is also safe with no problems!

Depending on one’s position, the way one views issues also differs； “It’s easy to say, “Safety is for production; production must be safe,” but it’s very difficult to put that into practice ； Leaders in charge of production naturally consider issues from a production perspective. Although there are strict systems such as \"those in charge of production must also be responsible for safety\" and the \"top-level responsibility system for safety,\" driven by strong interests and under the pressure of tight production targets, some leaders still choose to take risks. In their experience, nothing might go wrong, but from a safety standpoint, such actions pose potential hazards ； As a security professional, when encountering such situations, I believe it is necessary to present one’s own views in a firm manner, while also paying attention to the way in which communication takes place ； If communication is truly impossible, it is also a proper option to report upwards while keeping records. In a word: even if it’s not perfect, one should have a clear conscience.

Xiao Wang, come to my office in a bit! Hehe, do one’s own job properly, report problems in a timely manner, pay attention to communication skills, explain the pros and cons; whether it’s accepted or not is his decision. One should keep good records and protect oneself.

Let’s start with an example: a manager who used to work in safety switched to working in production. When he was in charge of safety, he emphasized the importance of identifying as many problems as possible and held people accountable for them. But once he was in charge of production, he would intercede on behalf of his subordinates when they were criticized. What does this tell us? One should perform the duties appropriate to their position; it’s true beyond doubt. The same principle applies to safety awareness as well.

Bosses don’t take their own companies seriously; they are focused on short-term gains. There’s no way for them to pay attention to production safety, so they can only muddle along. The reason is that even if you try to enforce proper measures, they just don’t care about it – there’s nothing else to do.

A person’s mind follows their body; one must consider what matters depending on where they are sitting. When facing pressure, leaders also need to consider whether it is pressure related to safety or pressure related to production. Focusing on production without considering safety does not necessarily mean that safety should be ignored; safety is an ongoing concern. When there is a conflict between production demands and safety requirements, as subordinates we need to think about what safety measures can be taken to ensure production continues. We cannot completely disregard safety; instead, we must find solutions on the spot. If such solutions do not work, problems will inevitably arise, and it is necessary to clarify this situation by using data and analysis results to convince the leaders.

It seems that production always comes first, with safety playing a supporting role……

Some time ago, an industry insider said to certain people, \"You really have big heads – how can you take on such heavy safety responsibilities (in violation of regulations) like this?\" How big is my head? What about you? Conduct thorough inspections for potential hazards, especially keep proper records, log them in the relevant ledger, and ensure a closed-loop management process. Just a reminder: negative opinions from decision-makers regarding how to address potential risks can also be addressed in a systematic manner: What would you do if you felt that the room you were in was extremely unsafe? This probably doesn’t need to be taught by anyone else: L