Felt Leadership DEMONSTRATING BY YOUR BEHAVIOURS RESPECT FOR THE WELL BEING OF PEOPLE

Transcription

1 Felt Leadership DEMONSTRATING BY YOUR BEHAVIOURS RESPECT FOR THE WELL BEING OF PEOPLE

2 The Ten Principles of Safety All injuries and illnesses are preventable Management is directly responsible for prevention Safety is a condition of employment Training is an essential element of workplace safety Safety audits must be conducted management must audit performance in the workplace All deficiencies must be corrected promptly It is essential to investigate all unsafe behaviours as well as incidents Safety off the job is as important as safety on the job It is good business to prevent illness and injury People are the most critical element Source: Dupont

3 Dupont s beliefs about accidents Accidents cast their shadows before them and they can be anticipated from the behaviours being demonstrated in the workplace

4 Accountability Safety is a line responsibility.each executive manager or supervisor is responsible for and accountable for preventing all injuries in his or her jurisdiction,and each individual for his or her own safety

5 Leadership top management must be committed to excellence 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

6 The Dupont approach Felt leadership Layered auditing Proactive measurement Employee involvement

7 Felt leadership Felt leadership is a way of putting these beliefs into practice It is based upon leaders and supervisors showing that they care about their people by their visible presence in the workplace through regular and systematic auditing Auditing means being present in the workplace, monitoring the work, engaging in two way dialogue and providing performance feedback

8 Layered auditing All mangers and supervisors from every level of the business from first line supervisor to CEO are required to carry out a specified number (40) of workplace audits each year. They call this process layered auditing

9 Proactive measurement Dupont also analyse the results of the observations made in order to develop and display a proactive or lead measure This measure is typically the number of safe and atrisk behaviours observed per auditing hour When they see this lead indicator trending adversely in a particular area, they increase the amount of felt leadership i.e. they increase the number of audits undertaken by managers in the area

10 Why people are important? It s a paradox: -People are a hazard e.g. human factors in accidents -People are a resource e.g. adapting to changing conditions

11 The theory THE SAFETY TRIANGLE Major losses Minor losses Property damage incidents Near misses Incorrect behaviours Lack of management control

12 Management Barriers to Safe Behaviours BARRIERS Consequences Antecedents? Safe behaviour At risk behaviour Consequences

13 Feedback is a consequence, only if it includes positive reinforcement Sources of positive reinforcement: - manager related reinforcement - peer related reinforcement - work related reinforcement - visual measurement - goal setting and review - self-reinforcement

14 Behavioural safety Consequences influence behaviour more powerfully than antecedents Feedback is a consequence Observation and feedback of individual behaviours in the workplace can habitualise safe behaviours It must be done consistently and systematically to maintain embed the habit

15 Why? Contacts - If all our people get 4 contacts per year (preferably positive) then the are likely to modify their behaviour Awareness - It is not possible to provide a procedure for every conceivable situation that can occur in the workplace so we must increase the awareness of correct actions and behaviour within our people

16 Redesigning the workplace to increase safe behaviour Analyse the at risk behaviour state it in objective observable terms develop a list of triggers list consequences of at risk behaviour analyse consequences as soon certain positive recreate for appropriate behaviour A List the existing Antecedents or triggers of the At-risk behaviour A List the new Antecedents ones that can trigger the Safe behaviour Step 1 - Analyze the At-Risk Behaviour Step 2 Analyze the Correct Behaviour Step 3 Draft the Action Plan 1. Provide new antecedents for the identified behaviours 2. Measure the behaviour/s by Observation 3. Apply new consequences systematically (charted and verbal feedback) B State the At-risk behaviour in Observable terms B State the Correct behaviour in Observable terms C BUILDING BETTER BEHAVIOURS List the Consequences of the At-risk behaviour and the three values of each consequence in terms of C List new Consequences ones that will support the correct behaviour, consequences that are Soon, Certain & Positive S/L C/U +/-

17 Develop an Inventory of Critical Behaviours Generic behaviours - Position of body - 3 point contact - Housekeeping - Use of tools - PPE - Procedures - Looking up and down - Line of fire Site specific behaviours - Waste of overproduction - Waste of waiting - Waste of transporting - Waste from excess processing - Waste from excess stock - Waste from handling - Waste from defects - Wasted energy and water - Wasted materials

18 Critical support behaviours Agreeing objectives and goals Giving feedback on performance Removing obstacles to performance Visible focus in the workplace Systematic attention to desired behaviours Team member support

19 Observation Skills Seeing behaviour versus conditions Familiarity with critical behaviours Catch the evaporative act

20 Feedback Skills Ask open questions Listen for promising leads Explore contradictions Elicit details Notice changes of subject Check for understanding Develop your own key steps checklist Don t forget to praise

21 Observation and Feedback : Key Steps Observe a individual Introduce yourself and your purpose Seek explanation of conduct Praise positive aspects What the worst thing that can happen? Why, why,why? Gain a corrective/preventive action commitment

22 Positive Reinforcement and the Use of Praise (X,Y,Z) Describe exactly what safe/correct behaviour you have seen Tell them why this behaviour is important Tell them sinzerely how you feel about it Say nothing and let the praise sink in Do NOT put a BUT after the praise Do NOT only praise the wearing of PPE Remember the importance of congruent body language

23 Contact schedule General Manager At least 1 with each direct report per quarter Productio n Manager At least 1 with each direct report per month ST M At least 1 with each direct report per week FLM 1 per day