I recently began preparing a webinar on the topic of weak signals. Those early, often subtle indicators that something is off track. If you work in safety, oil & gas, mining, transport, manufacturing, or construction, the concept is likely familiar.
I must admit that lately, “weak signals” has taken on a more personal meaning.
I’ve returned to riding motorcycles. Yes, I’m aware of the stats. Some might call it ill-advised or a mid-life crisis. But for those of us who ride, bikes are so much more than transportation. They’re joyful, therapeutic, freeing, and yes, occasionally adrenaline filled. And without a doubt, riding motorcycles is an activity that significantly increases your exposure to risk.
Motorcycles are not designed for crashing. Unlike cars, they offer no crumple zones or seatbelts. While modern bikes are equipped with features like ABS, traction control and riders can now invest in airbag vests, these advancements, though helpful, still represent the last line of defence. As with any PPE, they can reduce harm, but when things go wrong on a motorcycle, the consequences can still be severe. That’s why tuning into weak signals, those subtle whispers that something isn’t right has never felt more relevant.
What Are Weak Signals?
As mentioned, a weak signal is a subtle early indicator that something may be wrong or changing, and paying attention to them is crucial because they often precede more serious issues or failures.
They can come from many sources and even if noticed can be easy to dismiss until it’s too late. When it comes to riding motorcycles, weak signals can show up in how we physically and emotionally feel. They can present themselves with minor mechanical issues or subtle changes to road conditions and other environmental hazards. Probably the biggest hazard comes in the form of unexpected decisions other drivers make.
The workplace is not that different. They can show up as:
- Unusual vibration in machinery
- Increase in hand injuries
- Increased turnover rates and decrease in team work experience
- Increase cynicism within teams
Our challenge at work or on a bike is the longer we go without an incident or near miss, the easier it is to assume everything is fine and will remain that way. Complacency or increasing risk tolerance is a chronic challenge for most organisations. When people stop questioning the norm or perhaps feel unsafe to speak up about what doesn’t feel right, risks can quietly escalate beneath the surface. As Clive Lloyd says, ‘You can’t fix a secret,’ and I would add, ‘We can’t fix what we pretend not to see.’
Physiological Weak Signals
Our bodies, like machines, send messages too:
- Aching joints
- Interrupted sleep
- Mood shifts or irritability
- Chronic fatigue
Often, these are early signs associated with burnout, physical exhaustion, or mental health concerns. But just like machinery, we often ignore them - until we can’t.
Environmental Weak Signals
On the road, motorcyclists must remain alert to:
- Shiny pavement after light rain
- Sudden crosswinds
- Wildlife at the edge of vision
Identifying these signals gives you time to adjust your speed, your trajectory, or lean angle before cornering. At work, environmental changes often happen more slowly. Infrastructure may slowly degrade. Winds may slowly increase. Equally important to note is factors effecting culture can slowly change as well. Workloads build up and Teams slowly disengage. The “new normal” becomes strained until something breaks.
“The trouble with normal is it always gets worse.” - Bruce Cockburn
Psychological Weak Signals
Mindset matters on the road and at work:
- Losing focus
- Forgetting turns
- Riding faster to “keep up”
These may signal mental fatigue or social pressure. In the workplace, distraction and peer pressure can quietly compromise decisions, our wellbeing and safety.
Social Weak Signals
Most road risks come from drivers who simply don’t see you. As a rider I have a responsibility to do what I can to ensure that a driver knows I am near their vehicle. I do this through ensuring my lights are on, sometimes a subtle weaving of my bike to attract their attention. At work, our colleagues are sending weak signals as to how they are feeling and or coping:
- A once-chatty colleague goes quiet
- A punctual teammate starts missing deadlines
- A friend becomes distant or reactive
- Meetings feel tense or emotionally charged
Sometimes, it’s just someone having a bad day. But if the signals persist, this could point to stress, burnout, anxiety, or something deeper.
Adopting a Motorcyclist’s Mindset at Work
Just like riders scan the road ahead, leaders and teammates can build the habit of tuning into subtle shifts in their environment and relationships.
Stay Curious
Look for:
- What’s changed in the environment?
- What’s changed in a colleague’s tone or engagement?
- What are customers or frontline staff subtly telling us?
Learn to Check In
Try asking:
- “You’ve seemed quieter lately. How have you been feeling?”
- “You appear frustrated. What’s not sitting well with you?”
Scan Your Team’s Road Conditions
- Is their workload sustainable?
- Are expectations clear?
- Do people feel safe asking for help?
- What’s stealing people’s focus or energy?
And don’t forget to ask yourself:
- Am I showing up tired, reactive, or disengaged?
- How do I respond to bad news?
- Do I make it safe for others to bring it to me?
Final Thought
What is it in your world that has been feeling “a little off”?
Are you telling yourself, “It’s nothing”?
Looking for weak signals isn’t about being paranoid. It is about proactive care for yourself and others.
When have you trusted your gut feeling or picked up on a subtle signal that helped prevent a serious outcome?
Remember, awareness today is often the difference between a smooth ride and a hard lesson tomorrow.
About the Author
Jamie is a psychologist and senior facilitator at GYST with over 30 years’ experience. Drawing on a clinical psychology foundation and 14 years specialising in organisational work, he helps leaders strengthen trust, care and psychological safety. Jamie has partnered with mining, transport, construction, utilities, manufacturing and service organisations, delivering board briefings, executive coaching and practical workshops. Known for calm, evidence-based guidance and engaging facilitation, he turns research into usable habits that lift safety leadership, safety culture and day-to-day performance.
