Developing Construction Leadership:

Transcription

1 Developing Construction Leadership: October 4, 2018 John Brattlof Safety Director Todd Smith Safety Director 1

2 Agenda Leadership Communication Task, Condition, Standard Relationship with CEO/Owners 2

3 Leadership Define Leadership 3

4 Leadership 4

5 Influence: The best leaders are those who can successfully influence up, down and across the organization, impacting business results by driving behavior change. 5

6 Leadership Good vs Poor Leadership 6

7 Poor Leadership High levels of stress and frustration Disorganized programs, schedule, operations Lack of control over manpower behaviors Unable to plan or ascertain status of events or materials 7

8 FOR OFFICIAL USE ONLY FOR OFFICIAL USE ONLY 8

9 Good Leadership No or limited signs of Poor Leadership traits High Levels of morale Predictable actions and events Realistic expectations Frequent, clear and relevant communications (both ways) 9

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11 Communications How information is conveyed is as important as what information is conveyed 11

12 Communications Initial Assessments both Up and Down the Leadership Chain of Command 12

13 Communications Assessing Your Supervisor 13

14 Assessing Your Supervisor This is done over time Hands on vs Hands off Micro vs free rein Good traits vs poor traits (based on your own experience) Motivations and pet peeves Goals and intent 14

15 Communications Assessing Your Peers 15

16 Communications Assessing Your Subordinates 16

17 Communications Without Assessments, You Are Shooting in the Dark 17

18 FOR OFFICIAL USE ONLY FOR OFFICIAL USE ONLY 18

19 Crucial Communications Tips Establish Safety in Your Communication Create a Mutual Purpose Avoid Silence and Violence State Your Path Start from the Heart Use Contrasting Statements 19

20 GCs vs Subcontractors 20

21 Developing Construction Leadership: Taking and Giving Orders 21

22 Your Internal Process What is your task organization process? How are you planning to direct your subordinates? 22

23 Task, Condition, Standard Task Conditions Standard A clearly defined and measurable activity accomplished by individuals and organizations. Tasks are specific activities that contribute to the accomplishment of encompassing missions or other requirements. The circumstances and environment in which the task is to be performed. The minimum acceptable proficiency required in the performance of the training task under a specific set of conditions. 23

24 Take Ownership Of Orders The Sniveling Stops at You You Are the Reason!!! Don t Blame Your Boss, The Owner, Superintendent, etc.. Subordinates will exploit the wedge inadvertently you create. Unity of Command turns into a committee of complainers You can never get this back 24

25 Directing Subordinates Clear and Concise Language- No buttercupping/mollycoddling language Concrete Tasking 25

26 Directing Subordinates Task, Condition and Standards Methods Single Task with Brief Back and Assess (The person or people receiving the instructions give a synopsis of the instructions they just received. The person originally giving the instructions can then determine whether the message was received properly.) 26

27 Direction Subordinates Weak Task Management Techniques sent is not action taken Give direction without considering 2 nd and 3 rd order effects No understand the conditions surrounding that task Failure to manage expectations Failure to take ownership Unable to resolve conflicts 27

28 Directing Subordinates Single Task and Assess Multiple Tasks and Assess General Task and Assess 28

29 Directing Subordinates Are you going to use the same leadership style on these two guys? 29

30 Follow Through Ensure task are done to standards Inspect what you expect The Leader is the only one to blame 30

31 What is Important to the Leadership / Ownership of your Company?

32 What is Important to the Leadership / Ownership of your Company? How do you know? What is written in marketing material? What is said in company meetings or sales pitch?

33 What is the Difference Between a Leader and a Manager? Leadership: The art of getting someone else to do something you want done because he wants to do it. - Dwight D. Eisenhower Management is doing things right; Leadership is doing the right things. - Peter Drucker

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35 What is Important to the Leadership / Ownership of your Company? How do you know?

36 What is Important to the Leadership / Ownership of your Company? How do you know? What is written in marketing material? What is said in company meetings or sales pitch? Clues to look for:

37 What is Important to the Leadership / Ownership of your Company? How do you know? What is written in marketing material? What is said in company meetings or sales pitch? Clues to look for: What does Ownership spend most of their time on? What questions do they ask? When do you see them emotionally react to something?

38 How to Connect to a CEO Understand the problems and situations facing the business. What is the Ownership / Leadership focused on? Be a credible champion for Safety Pick your battles Be a leader that casts a vision for safety that is compelling to everyone Make their life easier (look for ways to provide collateral value) Sell your ideas in terms that benefit the company, not just your department

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40 How to Connect to a CEO Act Like A CEO Set a great example Model a positive attitude Seek constant improvement Seek the benefit of the whole, not just your part

41 FOR OFFICIAL USE ONLY FOR OFFICIAL USE ONLY 41

42 Why Should the Ownership/Leadership of Your Company Care About Safety? Safety makes money through savings Lower insurance rates Reduces down-time Reduces waste through damage Moral Obligation Legal / Contractual Obligations Increase Sales Because of Good Reputation Can you accurately quantify any of the above?

43 How to Connect to a CEO Think Like A CEO Understand the responsibility for the entire organization Understand how Safety fits into the goals / objectives of the organization Be careful not to assume (act like) Safety is more important than other company objectives Always be positive about goals, challenges, outcomes

44 How to Connect to a CEO Talk Like A CEO Be very careful rah-rah speeches have a lifespan of about 30 minutes; cruel words can destroy months or years of good team building. Make your speech positive and challenging. Always keep the goal in mind not just the methods.

45 FOR OFFICIAL USE ONLY FOR OFFICIAL USE ONLY 45

46 Summary Learn what is important to the Owners / Leaders of your company Speak and present in terms they understand Make safety a value adding component, not just an expense to justify Do not assume that because it is safety related, it doesn t need to be justified Seek to improve the whole company, not just your department Be a credible champion for safety