Human Factors Leadership - Week 1/3 Communication Under Pressure – Turning Corrective Actions into Behavioural Change, Not Paperwork
An industry colleague recently told me about an airport CEO who would walk up to employees, point at them and announce that they were the “F.O.B.” - Focus Of Blame.
Let that sink in.
It’s no wonder that leader didn’t last long. Because in aviation safety management, that kind of message destroys the very behaviour we’re trying to build.
If you were on the receiving end of that statement, what would you do? You’d pull back. You’d protect yourself. You’d stop communicating — precisely when communication matters most.
Human Factors begins and ends with communication. Yet too often, our corrective actions fix a form, not a behaviour.
When stress rises, communication tends to narrow. People assume. They abbreviate. They delay closure because “everyone knows what I meant.” And in those moments — during storms, delays, emergencies, or audits — leadership tone and clarity cascade through the organization.
Closing the Loop Like a Pro
“Closing the loop” isn’t bureaucracy. It’s leadership in motion.
It’s the discipline of making sure your message was received, understood, and acted upon - not simply sent.
Ask yourself:
When a corrective action is assigned, who verifies that the learning took place - not just that the task was completed?
When instructions are given under time pressure, do we confirm understanding, or assume it?
Do we create space for feedback upward, or does stress silence it?
Executives have enormous influence here. When leaders model concise, calm, and complete communication, their teams mirror it. When they take a moment to restate and confirm understanding, it signals that accuracy matters more than speed.
From Corrective Actions to Corrective Learning
In many organizations, the “loop” closes the moment a form is signed off.
But in effective safety cultures, loop closure means that the intended behaviour has changed.
That’s the difference between compliance and competence.
Anyone can tick a box; few can shift habits.
Leadership sets that tone:
Replace “Who’s responsible for this?” with “What did we learn from this?”
Make debriefs a routine, not a ritual.
Require that every SMS report, training session, or briefing identifies how understanding was confirmed - not assumed.
Closing the loop is about accountability with empathy. It’s about reinforcing psychological safety so people stay honest, curious, and willing to speak when things are going wrong.
Executive Lens
Under pressure, how you communicate defines how others behave.
The executive’s voice - tone, pace, and choice of words - sets the emotional climate. In critical moments, that can mean the difference between an engaged workforce and a silent one.
Closing the loop at every level means ensuring that:
Messages are not only transmitted but acknowledged and repeated back.
Feedback is invited, not feared.
Corrective actions lead to lasting learning, not temporary compliance.
Executives who demand this level of clarity and feedback in every debrief, briefing, and safety meeting are cultivating resilience. They’re building organizations where people respond under pressure — not react.
Work With Us
Acclivix can provide Human Factors and Communication Workshops designed for executives, supervisors, and front-line teams.
We blend theory with live role-based scenarios that help leaders practise calm clarity, verify understanding, and close the loop effectively - even when time and stress are against them.
For organizations looking to take it a step further, we can also integrate Wombat Safety Software into your organization. Wombat provides the digital backbone that ensures every action item, report, training requirement and follow-up is tracked and verified - helping your team close the loop not just in conversation, but in documentation and accountability as well.
If your organization wants corrective actions that change behaviour, not paperwork, let’s talk.