Leadership and Culture ExxonMobil

Transcription

1 Leadership and Culture ExxonMobil M. D. Weesner Operations Advisor ExxonMobil Pipeline Company October 4, 2016

2 Excerpts from Safety Credo ExxonMobil s Commitment to Safety Articulated by Safety Credo Incidents and accidents are preventable Each of us must take personal responsibility for our own safety and the safety of others both on and off the job Business objectives cannot be pursued at the expense of safety of the environment A job is well done only if it is done safely 2

3 Our Journey 1980 s Programs Slogans, Posters, Goodies 1990 s Operations Integrity Management System 2000 s Behavior Based Safety Systems (LPS) 2010 s Leadership, Culture, Communications 3

4 Leadership Affects Culture Leadership Behavior Culture Performance 4

5 Impact of Culture on Incidents Number of Incidents Facilities and Equipment Systems People Weak Safety Culture Strong 5

6 Key Focus Areas to Improve Safety Improving Leadership Behaviors Understanding Worker Behavior Hazard recognition and managing risk Communications and field interactions 5

7 Influencing Leadership Behavior Increase/improve safe work behavior It starts at the top Worker experience within organization shapes their perception which impacts culture which impacts performance Leadership must Set expectations and vision Find real root causes and not symptoms Give and take real feedback 7 Verify the way things are

8 Influencing Leadership Behavior You cannot motivate someone to reach a commitment level that is higher than yours Job Self Boss Political Understand Compliance Intellectual Engaged Emotional Commitment Believe only way! Spiritual You can sustain commitment only when those involved are in the top two levels E&S

9 Understand Worker Behavior To obtain the behavior you want you also have to understand why people behave the way they do Knowledge, Skill, and Desire Activators, behaviors, and consequences Reward matrix Sooner versus later Certain versus uncertain Positive versus negative Sooner, certain, positive exerts a much stronger influence than later, uncertain, and negative! 9

10 Hazard Recognition and Managing Risk Personal Risk Tolerance involves three steps Identify the hazard Perceiving the risk Action to mitigate or not mitigate Company High Risk Activities Managing risk also involves identifying the higher risk work activities Examples include Working at Heights, Opening Equipment, Energy Isolation, High Voltage Electrical Work, Heavy Lifting, Confined Space Entry, and Tank Cleaning 10

11 Leadership Communication Build effective, positive interpersonal relationships with workers Be visible in the field observing worker behavior and testing their understanding and engagement Set clear expectations and vision for your workforce and hold people accountable for performance Provide positive reinforcement for desired behaviors course correct undesired behaviors Actively Listen 11

12 What Does Good Look Like? Role of First Line Supervisor/Job Lead Directly engage workers in field to ensure job specific work/safety procedures are understood and followed Safety meetings AND direct field interaction with workers address at-risk behaviors and hazardous conditions Assess performance recognize good and correct bad Role of Above Field Manager Verify that your worker s are engaged, that they understand your requirements, and the supervisor is doing his/her job Be visible and show commitment 12 To answer the question, How do I know?

13 CARE Model Behaviors Characteristics that Build Trust Credible say what you do and do what you say! Action Oriented pro-active in dealing with issues, and focus on most important issues Resolve set clear expectations, paint a compelling picture of desired results, and follow up Engagement listen, consult, involve, and communicate 13

14 Closing Thoughts It s a journey It s about Leadership It s about engaging and aligning the entire organization It s about asking, How do we know? It s about being honest in assessing where you are and where you want to be It s about creating a culture where bad news is good news It s not about the numbers 14