Safety Culture. What Really Works? Tommy Short, CSP, MSOL, ASP Director of Safety, Health and Environmental

Transcription

1 Safety Culture What Really Works? Tommy Short, CSP, MSOL, ASP Director of Safety, Health and Environmental

2 Keys to Success Servant Leadership Fosters Culture Maturation Follow the 7C s: Confirming, Correcting, Caring, Collaborating, Coaching, Conciliating, Clarifying Have a Personal Map Know Before You Go Change is Certain Navigating the Change

3 Confirming Confirming as a Reward Everyday Events Confirming is Good Becoming Attractive Do it Daily Take A Minute Be Persistent Celebrate Success

4 Correcting Redirecting Others Appropriate Support Helpful Correction Creating Consequences Correcting Feedback Be Specific Be Patient Don t Over-Correct

5 Caring: Relearning CPR (Caring Leadership) Any person who helps others to work in safer ways is a leader. Practice Caring Leadership (CPR) Caring-Leadership, demonstrating Professionalism, showing Respect to all This form of CPR can breathe new life into your team. Healthy teams show CARE. When people CARE for each other through safety, a spirit of support will be a natural transition.

6 Emotional Ties (Caring is Personal) Caring for the people around you can develop strong emotional ties within your team. Caring leaders know how to build and maintain solid and substantial relationships by: They allow for 2Way feedback They share the blame for failures don t point fingers They keep their promises or give valid reasons They recognize the needs of individuals and know that everyone has a valuable part to play Success means you have to know your team, what they like and don t like.

7 Collaborating: Active Involvement (Peak Performance) Collaborating means involving workers in meaningful ways to improve safety. The more your team is engaged to help the organization succeed, there is a greater sense of pride and ownership, especially when good things are accomplished. Your team needs to be given the knowledge and trust to succeed or even fail. Active involvement allows team members to come up with ideas and solutions.

8 Vision and Purpose (An engaged group) Collaborating with your team empowers them in ways that they can get excited about working together to improve safety. Your teams can start to see and move toward a clearer vision for excellence in safety. Your team can be involved in designing a vision for safety. The opportunities are limited only by your imagination.

9 Coaching: Lead The Way (Out in Front) Coaching involves modeling the way, setting a great example for safety. When you model the way through your own safety-related behaviors, your actions speak louder than any words. Coaching operates on a horizontal plane not Top Down.

10 Accountability (A new level) The standards you establish by holding yourself accountable to, set a great example for improving safety performance.. Do you always wear the required in the work areas? You might have to set the tone by correcting hazards quickly, making engineering improvements or purchasing safety-related equipment. Great coaches need to be consistent yet flexible in their dealings with others, allowing potential leaders to develop from within the group, pushing performance up another notch.

11 Conciliating: Make Things Right (It Can Be Difficult) Conciliate assists to resolve disputes or conflicts so that relationships can be repaired. Communication is critical for success. If disputes are not resolved, communication will decrease or stop. Helping others to resolve unnecessary conflict is the right thing to do and it will help create the right climate for ongoing improvements in safety performance.

12 First Steps (Let Go) Focus on the issue: Be aware that your prospective might not be objective. Give yourself time to let go of disruptive emotions so that you can approach the person with respect. Consider temporarily giving up your position of thinking: This should be done at least for the period of time it will take to reach an initial agreement. Don t contemplate alternatives. Put aside your personal differences and focus on the issue and the common cause.

13 A Bit More (The Great Equalizer) Meet on neutral ground: Sometimes its helpful to choose a location that s not considered your turf or theirs. By moving to another place, it can be easier to let go of bad feelings, tension, or other distractions. Listen up: Its important to hear others first. Listening is vital to resolving conflict it is the great equalizer. Emotionally many people just need to vent. By listening you demonstrate that what someone has to say is important.

14 Just The Facts(Not Attitudes) Stick to the Facts: Its better to describe what actions have been observed versus telling someone about their attitude. Describe behaviors that have occurred, not personality issues.. Here is an example: You observe an employee leave a meeting abruptly. Let them know that you saw them and ask if anything was wrong.

15 Close the Loop(Be Sure To.) Work for a Win-Win: An employee who asked for some fall protection equipment became disturbed when 3 weeks passed without any information. Determine the gap and provide a solution, the vendor had a delay and we should provide interim controls or an engineered fix. Follow through and follow up: Conflict can be present when promises are made and not fulfilled. It is important to follow up and update the status with the effected employee or employees.

16 Clarifying: You Have a Part (Alignment) You have a big part to play: Its up to you to deliver a consistent message that helps workers understand that they have the most to lose and gain when it comes to safety. What you say can help to clarify what personally important to each and every worker. Clarifying values related to safety: There is not safety vaccination. There is no place to hide from your values. People will choose those things that care for most.

17 Make it Personal (Stories Have Power) Your teams need to understand that it is personally important for them to work safely every day: Have brief 1 on 1 session helping your team grow Allow employees to tell their story Clarifying values help people: Find purpose in working safely Become more productive Sharpens their critical thinking Improves relations with others

18 Your Personal Map - Compass A map can provide a clear picture of the terrain ahead of you. What constitutes your map? Skills, abilities, etc. A compass provides direction and consists of 3 components: Core Values: non-negotiable, unchanging Core Purpose: why do I exist Vision: what do I want to look like in 5 years What are your Core Values, Core Purpose and Vision

19 Alice In Wonderland Alice is wandering through wonderland and she comes upon a fork in the road. Setting in the middle of the fork is the Cheshire cat. Alice asks which road she should take, the cat asks where do you want to go. Alice says I don t know. The cat then says either road will do.

20 Navigating Change The 7 Precepts of Navigating Change 1. Positive Expectations 100% Responsibility Opportunity exists in all circumstances 2. Know Your Current Location Self Examination Commitment to truth 3. Determine Your Destination Create a personal compass Envision a desired end state 4 Orient Your Map and Compass Align who you are with and where you want to go Live with personal integrity

21 Navigating Change The 7 Precepts of Navigating Change - Ctd 5. Develop an Incremental Plan Create an action plan for reaching your destination Determine your actionable items 6. Collect Features as You Go Daily quiet time of self examination Seek feedback and accountability 7. Have a Stopping Point Admit when you are off course Make amends if necessary Rework the process

22 Dealing with Paradox There are two great paradoxes in our journey through life: The more certain of the details of the future, the greater the likelihood we are wrong What ever we expect the future to be, we must anticipate it won t be We are living in a time in which change is occurring at such a rate that it seems like a permanent paradox, Synergy is the shifting of opposites where two different and opposing forces combine to produce something greater than either could produce independently.

23 Self-Leadership W. Gary Gore - TeamTrek I am my own raw material, Only when I know of what I am made, Where I want to go, And my purpose, can I begin to live my life, Otherwise I am fastened to circumstances and Constrained by the opinions of others, Only when I see my own possibilities, Ability to influence and serve others in a positive way, Am I able to move forward, achieving, Excellence and balance in my life, The fruit of this realization will be manifested.

24 Navigating Change Key Points Life is a journey Our legacy will be the impact we have had on the lives of others A topographical map is a metaphor representing our skills, abilities, intellect, personality, and experiences A compass is a metaphor representing our core purpose, core values, vision Orienting or aligning our map and compass is what keeps us on course Our nature is to wonder off course Following certain precepts of navigation is what keeps us on course

25 Navigating Change Key Principles Navigating through the forests and valleys of life requires a personal compass to align and orient us in the correct direction. This compass consists of our purpose, values and vision. Navigating change consists of following certain precepts. Follow the seven precepts and navigation will be easy, violate this and consequences will be sure.

26 What is Your Responsibility? The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant. --- Max DePree

27 Leadership Leadership can be defined as: Knowing the direction in which you desire to travel and influencing others to follow. Leadership of others is not possible without leadership of self. What do you see in the mirror every morning? Being trustworthy starts with 100% Responsibility.

28 Admiral James B. Stockdale Leadership must be based on goodwill. It means obvious and wholehearted commitment to helping followers. What we need for leaders are men and women of heart who are so helpful that they, in effect, do away with need of their jobs. But leaders like that are never out of a job, never out of followers. Strange as it sounds, great leaders gain authority by giving it away.

29 Our Differences People are influenced for their reasons, not our reasons, and these have to do with basic needs the desire to have met. This is what creates a rich opportunity for a group of diverse people to produce something greater as a group than they can produce individually. Synergy --- two opposites that combine for exceptional performance.

30 Our Sameness The key to synergy is not recognition of the differences we have but the recognition of the sameness. Despite our differences, we are motivated to commitment by the meeting of the same basic needs. The need for acceptance The need to be understood The need for significance, importance, contributions, and value

31 Motivational Theory According to Maslow s theory on motivation, behavior is triggered by a need deficit driving the individual to reduce the tension it creates. Tension leads to behavior that will potentially satisfy the need. When a person feels needed and involved in a noble and higher purpose, they will commit; if they do not, they will not.

32 Leading from the heart Communicates purpose, values, and possibilities for the organization and me Empathic listener Positive and enthusiastic Acts with integrity in all things Encourages, coaches, and mentors Challenges the Status Quo Sense of humor, celebrates victories Empowers, enables me to act, holds me accountable Authentic and approachable.

33 Thanks to: 7 C s / David J. Sarkus Navigating Change / W. Gary Gore