4/24/2015 TECHNIQUES TO EVOLVE AND ENHANCE MANAGEMENT SUPPORT AND SAFETY LEADERSHIP YOUR ROLE IN YOUR ORGANIZATION. Safety Professional

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1 TECHNIQUES TO EVOLVE AND ENHANCE MANAGEMENT SUPPORT AND SAFETY LEADERSHIP A d i s c u s s i o n o n t e c h n i q u e s, s t r a t e g i e s, a n d b e s t p r a c t i c e s o n c u l t i v a t i n g m a n a g e m e n t s u p p o r t a n d s a f e t y l e a d e r s h i p. T h i s p r e s e n t a t i o n w i l l f o c u s o n w a y s t h a t s a f e t y p r o f e s s i o n a l s c a n f a c i l i t a t e a n d i m p r o v e s u p p o r t t h r o u g h s y s t e m s, t o o l s, m e t r i c s, and messaging YOUR ROLE IN YOUR ORGANIZATION A. Safety Professional B. Manager / Supervisor C. Safety Team Member D. Consultation E. Regulatory 0% 0% 0% 0% 0% Safety Professional Manager / Supervisor Safety Team Member Consultation Regulatory SUP P ORT A N D AC T IVE PA RT ICIPAT ION BY A LL M A N AGERS WITHIN AN ORGA N IZAT ION IS ESSENTIAL IN THE SUC C ESS OF THE C OMPA N Y SA F ET Y M ISSION. A SA F ET Y ENGINEER WITHIN AN ORGA N IZAT ION WHO IS N OT GIVEN M A N AGEMENT SUP P ORT SHOULD : A. Re-evaluate his/her career choice within this company. B. Make the best possible effort to eliminate unsafe acts and unsafe conditions. C. Inform OSHA about workplace safety violations. D. Only (A) and (B) above. Re-evaluate his/her caree... 0% 0% 0% 0% Make the best possible ef... Inform OSHA about work... Only (A) and (B) above. 1

2 SHOULD THERE BE ANOTHER CHOICE? E. Safety engineer should inspire/drive/lead management to a culture of safety. I HAVE MANAGEMENT SUPPORT FOR SAFETY AT MY ORGANIZATION A. Strongly Agree B. Agree C. Somewhat Agree D. Neutral E. Somewhat Disagree F. Disagree G. Strongly Disagree 14% 14% 14% 14% 14% 14% 14% Strongly Agree Agree Somewhat Agree Neutral Somewhat Disagree Disagree Strongly Disagree HOW WOULD YOU DEFINE MANAGEMENT SUPPORT FOR SAFETY? Managing for World Class Safety (J.M. Stewart) Belief #6 Top management must be committed to excellence and drive the agenda by establishing a vision, values, and goals; by seeing that all line managers have safety improvement objectives; by auditing performance; and by visible personal involvement. 2

3 MY BIGGEST CHALLENGE IN DEVELOPING SAFET Y LEADERSHIP IN MANAGERS/SUPERVISORS IS A. Your position / level within the organization limits what you can or should do B. How leadership perceives safety professionals C. Leadership s view of what safe/unsafe is D. Company culture doesn t expect Managers/Supervisors to be safety leaders E. Other Role of safety within the... 0% 0% 0% 0% Perception of the safety... Perception of risk State of the safety climate Factors for influencing a leader s involvement in Safety: Role of Safety within the organization Perception of the Safety professional Perception of Risk State of the Safety climate ROLE OF SAFETY WITHIN THE ORGANIZATION Managing for World Class Safety (J.M. Stewart) Belief 7 Safety is a line responsibility. Each executive, manager, or supervisor is responsible for and accountable for preventing all injuries in his/her jurisdiction, and each individual for his or her own safety and, in a less direct sense, for safety of co-workers. Belief 24 The safety organization is a valuable asset in attaining excellence in safety. It should be led by the line organization with broad participation by the entire workforce, particularly those at the working level. 3

4 ROLE OF SAFETY WITHIN THE ORGANIZATION Belief 25 Safety Specialists can provide valuable assistance to the safety organization. They must avoid taking responsibility for managing safety or accepting accountability for results; these lie with the line organization. Rather than doing the work themselves, they should facilitate involvement of the workforce. Every time I see you coming it means more work for me At the same time we can t be seen as a nuisance ROLE OF SAFETY WITHIN THE ORGANIZATION Belief 25 (Safety specialists) presence can sometimes be counterproductive, providing an excuse for management to improperly relinquish its responsibility and for worker involvement to be minimal. Rather than doing the work themselves, safety specialists should concentrate on facilitating the involvement of management and workers in doing the safety work. This is a hard role to fill and requires a mindset and a skill not usually found in people in the safety specialist position. ROLE OF SAFETY WITHIN THE ORGANIZATION What might these beliefs affect? Organizational Structure / Org Chart Role Ambiguity / Role Conflict Reporting structure (HR vs. Operations, dotted lines to Safety) Centralized vs. Decentralized (Organizational Reporting Structure by Wanda Minnick) Job Descriptions and job expectations How are Safety projects carried out? Example Electrical Safety program Do Safety teams provide ownership to the working level? Is safety integrated into existing processes (Engineering processes, Quality processes, management meetings, etc.)? Integrated and owned by Safety Department or by process owners? Do those process owners have the right tools/skills to truly integrate safety? 4

5 PERCEPTION OF THE SAFET Y PROFESSIONAL Be seen as realistic, in-touch with other aspects of the business. Build strong professional relationships. Shed the outsider label Demonstrates leadership competencies (For Your Improvement by M. Lombardo & R. Eichinger); Command skills Standing alone Motivating others PERCEPTION OF THE SAFET Y PROFESSIONAL Improving the perception of the Safety professional; The words we use Here s the regulations, we ve got to do them, what can I as a safety professional do to make it easier for you to understand and pass the rules on to workers? Pick your battles Not all supervisors/managers are created equal Plant the seed Highlight/ celebrate successes & keep moving forward Span of control is an evolution Establish rapport and trust Discuss roles / responsibilities Remove some of that role ambiguity As a Safety professional, how do you influence? PERCEPTION OF THE SAFET Y PROFESSIONAL Supervisor Safety Deliver Safety Training Work Together to Enhance Safety Training Ask for Help Develop Training/Train the Trainer 5

6 PERCEPTION OF RISK Needs to be a level of safety knowledge that is expected and provided. Must be consistent throughout the business. Acceptable risk verse safe/unsafe. Belief 12 Comprehensive, up-to-date safety rules, crafted with broad participation and consistently applied, are essential for excellence in safety and also assist in doing the job well. PERCEPTION OF RISK Aligning perception of risk: Supervisor training matrix OSHA 10 hour, NFPA, Train-the-trainer courses. Create systems that require the use of the knowledge. Safety observations, tool box talks, incident analysis, training. Quality safety rules Up-to-date and clearly written, well understood, everyone is expected to follow them and are reinforced by disciplinary action geared to the infraction and to the circumstances. STATE OF SAFETY The link between Safety Culture and Safety Leadership is clear Safety Leadership Safety Culture 1. Evaluate and gauge your Safety Culture 2. Align your state with leaders 3. Develop a plan/strategy 6

7 STATE OF SAFETY How do you evaluate where your Safety Culture is at? Customer feedback Types of feedback LOTO example Why do I have to Lockout this vs. How do I lockout in this situation Production Manager wants to incorporate Safety into job progression scale as it s being updated Safety should be included in this; you should talk to Mark Audits / Interviews (can be quantifiable or qualitative) Third party (insurance, SMS auditors, etc.) Safety teams or internal audits if structured carefully BBS / Observation programs Can indicate culture/leadership but usually becomes very subjective Employee perception surveys: ***Surveys measure different things! Know what you want to measure and how that could lead to action*** Beliefs & Values Safety Leadership Safety Climate STATE OF SAFETY How can we align where we are with leaders? Quantify it if possible Train on Safety Culture concepts (especially the safety culture the company wants) Discuss at the executive level Discuss metrics or examples routinely (frequently) Lay out a vision of what ideal Safety Culture is and have discussions against that vision *Difficult to lay out a vision *Difficult to talk about such a soft subject STATE OF SAFETY 2. Behaviors (Practices) 1. Climate (Beliefs & Values) 3. Safety Management (Programs & Policies) 7

8 STATE OF SAFETY How do you developing a plan / strategy? Discuss at the executive level, develop strategy with that group It s an evolution Realize it s not going to happen overnight Plan on how to get from A B C D, not A D Pick your battles Some Managers/Supervisors aren t going to get it until it becomes ingrained in others Ingrain in processes that highlight positives/negatives Incident review process can highlight those that own and those that don't Part of performance review process Note and celebrate the little victories Safety should be included in this; you should talk to Mark MAKE IT EASY FOR ME TO MANAGE MY PEOPLE Safety Professionals must provide the right tools to leaders in order to allow them to be leaders: Leadership training Metrics Integrate into the business routine Presentation tools / Messaging PROVIDING TOOLS FOR LEADERS LEADERSHIP TRAINING Needs to be a level of Safety knowledge that is expected of them and provided to them Many formats and materials out there Classroom: Insurance companies, Behavior Based Safety programs, etc. Think outside the box Conferences, Journal articles, Survey reviews, insert with other trainings (responsibilities sections) Incorporate into leadership training that HR is doing (ex. performance review training) Take advantage of opportunities when they present themselves: Examples - Issue of incident reporting, disciplinary action, incident reviews, unsafe acts observed, etc. This must be done tactfully (can very much affect how you re perceived) 8

9 PROVIDING TOOLS FOR LEADERS LEADERSHIP TRAINING Tips to enhance Safety Leadership training: Follow-up discussions: Everyone at a different place Spend time with those that are looking to improve Focus on improving, not taking a leader from zero to hero Tack on another session to discuss applicability Leaders want actionable/tangible information Tie in safety culture measurements if you have them Make them use the knowledge: Ensure the takeaway is clear Include a lower level and utilize Supervisors/Manager to follow-up with their leaders Provide actionable/tangible expectation to force the use of these skills Expand by creating systems that require them to use this knowledge: Example Toolbox talks, Incident Analysis, Training, etc. PROVIDING TOOLS FOR LEADERS METRICS Belief 20 Comprehensive, up-to-date safety statistics, communicated to all, are a cornerstone of safety management. Benchmarking against the best will help improve safety. Promote Metrics Leading & lagging indicators Scorecards Observations Actionable data What systems/tools are you using to promote your metrics? PROVIDING TOOLS FOR LEADERS INTEGRATE INTO THE BUSINESS ROUTINE Programs must reflect responsibilities which drive leadership Responsibilities sections of programs spelled out carefully and communicated clearly Incident Analysis, Stop Work programs, Enforcement/Disciplinary, etc. Establish a Safety Routine for the business Examples Monthly Safety Trainings Toolbox Talks Safety teams Incident Analysis Safety Steering meetings Important elements: If you can t do it right, it may not be worth doing Engaging, interactive, understandable Should these routine meetings slip when you re at a conference? 9

10 PROVIDING TOOLS FOR LEADERS MESSAGING / PRESENTATION TOOLS Messaging Important to speak the same language Align communication and vision Does your company consistently communicate a world class message? All accidents are preventable See acceptable risk consistently Presentation Tools FACE Reports ( Incident videos (Struck by Forklift) Testimonials Training /preparing / coaching REFERENCES Managing for World Class Safety J.M. Stewart Organizational Reporting Structure by Wanda Minnick EHS Today articles by Thomas H. Krause For Your Improvement by M. Lombardo & R. Eichinger The Supervisor Connection by Karen Gaspers National Safety Council A model for understanding and quantifying a difficult concept Dominic Cooper (Professional Safety) A hierarchical factor analysis of a safety culture survey Frazier et al. (Journal of Safety Research) 10