How to Feel Like a Leader: Fostering a high-performance safety culture in 2025

In the pursuit of operational excellence, safety, and genuine connection, Mark Goebel, Vice President of Health and Safety, reminds us that leadership is not just about policies and protocols—it’s about people. Reflecting on felt leadership, he emphasizes that true leadership transcends compliance and fosters a culture of active care and engagement.

What is Felt Leadership?

“Felt leadership is really about actively caring about the people that work around you, for you, and with you,” he explains. “It’s the key to shifting workplace culture—not just around safety, but across all aspects of the organization.”

Drawing on the Bradley Curve, Mark highlights how achieving full compliance with safety regulations places an organization in the middle of the curve. Moving beyond compliance, however, to a culture of interdependence requires active demonstration, participation, and engagement—the essence of this leadership approach.

He stresses that such leadership must be intentional and consistent. “This isn’t a once-a-year initiative or a flavor-of-the-day training program,” he says. “It’s a way of life, embedded in our values and carried out through daily or weekly activities that connect leaders with their teams.”

Why Felt Leadership Matters

For Mark, this philosophy is deeply personal. “I have experienced what happens when safety is poorly managed or decision-making is not right,” he shares. “The sights, sounds, and even smells of those moments are embedded in my memory. I don’t want those experiences for any family member, coworker, or leaders.”

His commitment stems from witnessing the profound impact poor safety practices can have. “I know that leaders’ lives have been destroyed because they felt accountable after realizing what they weren’t doing,” he reflects. “I don’t want that for anybody.” At the same time, he finds fulfillment in success stories that emerge from strong leadership. “I thrive on knowing we’re succeeding,” he adds. “When people tell me, ‘We’re doing so well, and it’s because of what we did together,’ that drives me.” This dual focus on preventing tragedy and fostering achievement underlines his unwavering dedication.

Developing Leaders Through Felt Leadership

Mark believes leadership development should prioritize practical, real-world application over theory. “Leadership development isn’t a two-hour PowerPoint session,” he asserts. “It’s an ongoing process tailored to individual needs.” He identifies three critical components:

• Ongoing Coaching and Mentorship: Effective development involves consistent, personalized support. Recalling a disengaged supervisor who lacked guidance, he highlights how tailored coaching could have equipped the leader to manage the team with confidence.
• Active Practice: Felt leadership must be demonstrated daily. Activities such as field visits, engaging conversations with team members, and providing timely feedback are crucial. “The more leaders interact with their teams, the more natural and impactful their leadership becomes,” he notes.
• Embracing Vulnerability: Acknowledging one’s own gaps fosters trust and respect. “When you admit what you don’t know and ask for help, it creates an atmosphere of mutual trust,” he explains. This approach strengthens teams and reinforces shared growth.

Leadership development, Mark emphasizes, is not one-size-fits-all. It requires intentionality, adaptability, and a commitment to connecting with teams.