In 2026, I served as a mentor in the implementation of the Líder Antifrágil program at JBS. Based on my book Liderança Antifrágil, the program proposes a nine-week challenge to prepare leaders to guide the strengthening and transformation of safety culture.
Clarity about what to develop
But what do we need to develop in this leader? Which capabilities and competencies? What tools, routines, and level of understanding do they need? These questions guide the development work and help us explain what we expect from leaders.
I like to paraphrase Brené Brown: clarity is kindness; a lack of clarity is cruelty. We often criticize leaders when they still lack knowledge and clarity about what is expected of them. That is why making clear what needs to be developed is part of how I conduct mentoring.
Forty-five practical experiences in managers’ routines
Over the nine weeks, we proposed five learning experiences per week, for a total of 45 practical experiences. The program restored discipline to the safety agenda and gave managers hands-on experiences.
45 practical experiences, five each week
The Líder Antifrágil program’s nine-week challenge.
Nine weeks, with five experiences per week: 45 practical experiences in total. The grid shows how the program is organized, without indicating individual participants’ completion.
Each dot represents an experience planned in the program.
Leaders have the support of the safety team and their direct team, but they need to make room in their schedules and be willing to take part in this immersion. Participation requires a willingness to learn through practice and take responsibility for their own development.
During the work, managers began to see how safety contributes to quality and productivity and, consequently, to performance. This understanding came with the recognition that change needs to begin with their own actions.
Leaders taking the program forward
Among the project’s results, I highlight the reduction in accident occurrence and strong leadership engagement. With greater clarity about their role, leaders began independently implementing and taking the program to other organizational levels.