Coaching Your Team to the Next Level.

Transcription

1 Coaching Your Team to the Next Level 1 1

2 2 2 2

3 Football Analogy 1. Scouting 2. Focus on the Scoreboard 3. Keep Player Statistics 4. Pregame Speech 5. Half-time Pep talk 6. Victory Celebration 3 3 3

4 1. Goal of this Process 1. Reduce incidents 2. Improve Communication 3. Make you stronger leaders 4. Empower everyone 4 4 4

5 1. Evolution of Safety Culture Yesterday Today Tomorrow REACTIVE PROACTIVE INTERACTIVE 5 5 5

6 1. What is your Leadership Style? COACH Builds trust Always inspirational Pursues excellence Focused on the end goal Strong work ethic BULLY Builds fear Discouraging Settles for mediocrity Doesn t have clear goals Questionable work ethic 6 6 6

7 Scouting Report- BLS 7 7 7

8 2. Focus on the Scoreboard 8 8 8

9 3. Keep Player Statistics 9 9 9

10 4. Rick s Safety Speech

11 4. Pre-game Speech 1. Reinforce your company s safety policy Our policy is to wear glasses, hard hats, ear plugs. 2. Demonstrate your personal commitment to safety not just spoken Safety is very important to me. At the end of the day, I want you to go home as healthy as when you came to work today. Everyday. 3. Ask for buy-in Do I have your commitment?

12 5. Half-time Pep talk

13 5. Half-time Pep Talk Spot an unsafe behavior Acknowledge safe and unsafe behaviors Fix any unsafe behaviors/conditions Enlist agreement on future commitments

14 6. Victory Celebration

15 ACTIONS SPEAK LOUDER THAN WORDS How to begin a Positive Safety Process Chris Goulart MS, CSP, ARM, CDT RCI Safety AEM CON/EXPO EDUCATIONAL SESSION 15 15

16 Words Versus Actions Have you ever heard one of these at work? We have an open door policy here We need to be politically correct We are always proactive Employees are our most valuable resources Safety is our most important value This is a Best Practice I ll call you back today with an answer I ll think about it We want to do this, but 16 16

17 Some Classic Examples Elliott Spitzer John Edwards Tiger Woods Pete Rose Bill Clinton Mark Sanford Richard Nixon Others? 17 17

18 Other Examples of Poor Words 18 18

19 How s My Driving? 19 19

20 Guess They ve Had Problems in the Past 20 20

21 You can say that again! 21 21

22 Good Advice 22 22

23 Still dead? 23 23

24 Make up your mind 24 24

25 His Last Day 25 25

26 Good advice is hard to find 26 26

27 Consider these Words Be mindful of risk all the time Always be careful Expect the Unexpected If it can go wrong it will? 27 27

28 What words are important Safety Vision and Mission Statement Well-Designed Written Programs Written Management Commitments Appreciative Feedback Education and Direction 28 28

29 Let s Talk about Employee Motivation In order for employees to take personal ownership for safety, they must be motivated to do so What are the two primary motivators for employees to work safely??? Traditional Safety Culture relies on the former more than the latter

30 Traditional Safety Culture Failure Oriented Typically person focused not workplace focused Based on Rules and Regulations (what I say) Somewhat like a Merry-go-Round And there s nothing w rong w i t h t raditional safety if you are happy with the ride 30 30

31 Using Negative Management Techniques* Performance rises immediately before a deadline Negative talk by employees is commonplace Performance stops after a goal is reached If accountability is removed performance stops immediately *From Daniels 31 31

32 Why do we use punishment so much? Punishment is easy and gets dramatic results Punishment is reinforcing for the person administering the punishment Punishment get only avoidance behavior and does not reinforce anything. Causing bad behavior to go away doesn t mean that it will be replaced by the behavior you want 32 32

33 Positive Culture Moving from Fault Finding to Fact Finding Understanding that true human error is controllable and is based, not on intentionality, but results from on multiple factors Avoids the Zero Injury, Zero Fault, and Zero Harm Myth Ensures that all employees can engage in a meaningful way in the job

34 To Create a Positive Safety Culture There needs to be a brief discussion on the role of behavior in the workplace What are the reasons for people to engage in certain actions and to not engage in others? Why is it so difficult to get people to do what is required to be safe? Why are actions so much more difficult to create than words? 34 34

35 How does Culture align with Motivation and Action??? Individuals are motivated by the outcomes their actions achieve Aligning actions to be in synch with expected cultural norms is natural Understanding how results impact decision making and behavior is CRITICAL 35 35

36 Analyze this Event 36 36

37 How to talk to employees (make words more powerful with actions) Understand the motivations that drive actions. Make safety personal Remove cultural barriers and organizational norms that prevent safe work actions Have credibility by reinforcing safe work habits whenever you can Always focus on the positive Coach instead of discipline 37 37

38 In a Positive Safety Culture of ACTION (Action Based Safety Culture)! Based on success with a focus on accomplishment Emphasis is on Behavior not Outcomes Focuses on working toward achievement not the avoidance of failure People work safely because they want to People are not blamed for their unsafe actions There is a shared accountability and responsibility 38 38

39 To Positively Impact Safety Use words to provide instruction, motivate action, coach, and REINFORCE Don t use actions that contradict the words Understand that people are motivated to work towards things and that safety is almost exclusively the realm of people working to avoid things Now everybody

40 SMILE Note: No animals were injured in the photoshopping of these images 40 40

41 The Furst Group Organizational Performance and Human Reliability Consultancy Con Expo Conference Las Vegas, N V - March 4, 2014 System Risk & Human Error An Holistic Approach to Safety Management By: Peter Furst 41 41

42 Session Outline Prevailing safety interventions Organizational fundamentals Core drivers of risk (injury) Human error factors 42 42

43 Fundamental Factors Elements 3 Ps Aspects Execution Operations Organization 43 43

44 Characteristics of Control Workers Self Management All levels 44 44

45 Occupational Risk Obvious Latent Holistic Approach 45 45

46 Error Fundamentals All people make mistakes Human behavior influencers: 46 46

47 Stimulus Response Process Stimulus Individual Factors Response 47 47

48 Human Error Classification Errors of Omission Errors of Commission Unintended errors Intended errors 48 48

49 Latent Factors Undetected deficiencies in organizational values, processes, or equipment, flaws that create workplace conditions that provoke error or degrade the integrity of defenses These create system driven risks 49 49

50 Organizational Weakness Poor design of internal systems or tasks Conflicting goals, objectives, practices, Etc. Unworkable / difficult procedures Confusing information / communication Poor or inadequate risk assessment 50 50

51 Dealing with Human Performance Selection Education Work Design Operation Organization 51 51

52 Session Summary Typical safety issues Foundational aspects Core drivers of injuries An enabling framework