a transformative force in ehs - the campbell institute · keys for successful grassroots culture...

CONTACT INFORMATION

Campbell Institutenational safety council

call (630) 775-2063

web thecampbellinstitute.org

email [email protected] 900001825 ©2012 national safety council

A transformative force in EHS

this leading-edge knowledge is brought to you by the campbell institute

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Executive Edge Track NSC Congress & Expo 2010

Executive Edge Session B (Technical Session 44)

Aligning EHS Leadership

in Creating Business Excellence

Moderator: Mike White, General Motors

Steve Simon, Culture Change Consultants

Jere Zimmerman, MillerCoors


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Steven I. Simon, Ph.D. Culture Change Consultants Inc.

www.culturechange.com

EHS Leadership

Aligning the Middle/

Empowering Grassroots Leaders


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EHS Leadership

Align the Middle


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Implementing Culture Change in

a Typical Organizational Structure


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Bringing Middle Management into Alignment


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The Role of Leadership in Creating Alignment

“Getting people moving in the same

direction”

Leaders must be aligned in their practices,

norms, and assumptions in order to be able

to convey a shared set of expectations,

norms, beliefs and practices to their

workforce.


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Mixed Messages

Run the line faster,

but stop if it’s

unsafe!

Get more

product out the

door!


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Impact of Mixed Messages

on Middle Management

Mixed messages: Are interpreted by middle

management based on longstanding assumptions.

Are communicated to workforce in words and deeds.

Create the appearance that middle management condones unsafe actions.


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Culture Change Leadership

Requires

Transformational Leadership


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Change Leaders

Culture change requires:

Letting go of some of the deepest beliefs

about how the world should and does

operate.

A willingness to enter into unknown areas

and lead others.

A personal commitment to examining and

correcting our own assumptions or beliefs.


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Establishing Alignment

Process of discovering, challenging and

changing underlying assumptions that lead to

confusion, mistrust and mixed messages.


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Leadership Alignment Dialogue

Engage leaders at all levels of the

organization in honest dialogue.

Become aligned around a shared set of

leadership principles, assumptions and

behaviors needed to achieve world-class

EHS performance.


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Results of Alignment

Shared assumptions about the importance of

EHS.

Clarity around what it means to work safely in

“questionable” or “uncertain” circumstances.

Empowerment of middle managers in a way that

training rarely does.

Actions reflecting a common or shared set of

beliefs.


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EHS Leadership

Empower Grassroots

Leaders


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The Engine that drives

culture change is

LEADERSHIP


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Who Can Be a Leader?

Leadership comes

from all levels of the

organization.


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Characteristics of Grassroots Leaders

Perceived as credible, honest and

courageous by their peer group.

Established themselves as independent

thinkers whose knowledge and judgment

can be trusted.

Command respect from their peer group

when they speak.


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Safety Committee vs.

Grassroots Leadership Teams

Safety Committees

• Assembled on the basis of collecting broad representation

• Focus on involvement


• Cull their members from amongst only those who are considered front-line "leaders" and not just "representatives.”

• Focus on leadership

Adapted from John P. Kotter


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Change culture through leadership teams,

not just involvement

Use team approach to structure leadership


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Purpose of Grassroots Leadership Team

Partner on EHS culture change projects

that aim at remediating cultural

deficiencies and enhancing cultural

strengths.

Provide leadership to the grassroots EHS

culture


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Keys for Successful Grassroots Culture Change

Empowering front-line workers, not just giving them the illusion of power.

Front-line workers cannot simply be appointed to committees that are then run by management.

Grassroots safety leadership teams have to have teeth, the power to change things, to get things done.


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Executive Edge Session B (Technical Session 44)

Aligning EHS Leadership

in Creating Business Excellence

Moderator: Mike White, General Motors

Steve Simon, Culture Change Consultants

Jere Zimmerman, MillerCoors

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Jere Zimmerman

Director, Sustainability, Safety, Health, and Environment

MillerCoors

Aligning the Middle/ Empowering Grassroots

Leaders

A Practitioner’s View

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MillerCoors formed July 1, 2008

Voting interest

50% SABMiller 50% Molson Coors

Economic interest

58% SABMiller 42% Molson Coors

Leadership team

Pete Coors – Chairman

Graham Mackay – Vice Chairman

Who is MillerCoors?

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Coors Brewing Company

When we began our safety culture journey…

Founded in 1873 in Golden

#3 US Brewer 3 Breweries

Golden brewery is world’s largest single site

Virginia brewery expansion startup in 2007

Memphis brewery acquired from Stroh

Container Joint Operations formerly part of Coors Can and end manufacturing co-located with

Golden brewery - Ball Metal Container

Glass bottle manufacturing plant - Owens-Illinois

~5,000 US employees

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Leadership is Important

Senior Leadership Safety Culture Transition Team

Meeting quarterly since Nov. 2003

Re-upped commitment in Dec. 2008 after MillerCoors

merger

We make great beer and we do it safely. We are at our best when we are safe and engaged. Safety is a core value and we

believe that all injuries are preventable. Our safety culture empowers people and

promotes involvement at all levels.

Safety Culture Transition Team

Safety Culture Implementation

Team

Safety Culture Sustainability

Team

Led by Chief Operations Officer

Includes 3 plant managers,

mix of plant, corporate , and

union leaders

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What’s the most important thing leaders do?

• Provide resources and support structure to create, grow & sustain grassroots teams

• Provide visibility and recognition to teams

Teams led at the grass roots level are working

their culture

• Active, visible management support

• Work their own culture – identify norms, assumptions, beliefs and make changes

Management is working on it’s own culture and acting

as coaches to the grass roots

• Educate themselves on culture, recognize the culture element to projects

• Use the tools Culture is the focus

• Maintain the long term vision

• Their involvement shows people this work has staying power

Remain focused for the long term

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Facility Safety Culture Implementations

Engaging and enlisting leaders

Culture Assessment

Form joint mngt/employee Guidance Team

Form employee led Grassroots Teams

Leadership Alignment Dialogues

Regular health checks

Generate Safety Culture Projects

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Culture Assessments

Survey

Focus Groups

Survey Feedback and

Action Planning

Trust & Communication

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Principles for success 1. Driving change from Grassroots (what & how)

2. Ongoing management support through

Guidance Team • Active not passive • Coach

3. Focus on Culture

• Tools

• Information

4. Marathon not sprint

GuidanceTeam

Company Leadership

Union Leaders

GrassrootsTeam

Employee-led~ 75% employeesplus supervisors

GrassrootsTeam


Coach

Coach

GuidanceTeam

Company Leadership

Union Leaders

GuidanceTeam

Company Leadership

Union Leaders

GrassrootsTeam


GrassrootsTeam


Coach

Coach

Guidance Team

• Make the case for change

• Share the vision

• Develop capabilities (GST,

GT and organization)

• Build trust

• Recognition

• Develop management

safety standards

Team Charters

Grassroots Teams

• Gather safety concerns

• Address issues from

Safety Culture Survey

• Develop & propose

projects

• Implement

• Enlist participation

Implemented through management and

employee partnership: •Maintained and guided through leadership at

all levels

•Management-led Guidance Team (GT) +

Employee-led Grassroots Safety Teams (GSTs)

©2010 Culture Change Consultants, Inc. All rights reserved.

Used by license for internal MillerCoors use only.

Grassroots Safety Leadership Methodology

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Leadership Alignment : A Case Study

All levels of management

6 weeks apart

Start with culture assessment

Audience Response System

Work scenarios

3-4 Full day

facilitated

sessions

Air mixed messages

Identify norms, beliefs, and assumptions

from all levels of leadership

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What did the process teach us?

20 of 22 Agreed

“Safety is more important than production”

Is 90% OK?

Not if the 2 are front line supervisors…

Safety observations/ near miss reporting

Moved from we hit the numbers to

As a front line leader I take time to talk 1x1 with my

people about their observations and concerns

Enthusiasm at the top and on the floor doesn’t mean

you’ve got it in the middle

Moved from we assume you’re in to

We take the time to talk about everyone’s views –

not just the safety culture team’s

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GRASSROOTS SAFETY TEAMS

Leadership from the floor

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Evacuation Walkways

Safety Incentives Forklift Inspections

Lockout Tagout Safety Discipline

Eyewash Stations

Safety Work Orders

Fire extinguishers

Safety

Communication

Safety Culture Projects

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What are they really working on?

Mistakes are an opportunity to learn

We care about and trust each other and how take care of our equipment matters (eyewash, bicycles, PPE)

Safety rules are clear, make sense, and it’s important to follow them (walkways, evacuations)

Our opinion matters in how safety rules are enforced and we care that they are enforced fairly

We understand and believe in our safety incentives

Management keeps us informed about the outcome of our safety suggestions and work orders

We act with urgency on safety concerns

We acknowledge and address problems that raise mistrust between work groups and with management

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Safety Culture Problem

The current Quarterly Safety Payout and Near Miss

system de-motives employees to participate.

Assumptions: Because… • Accidents can wipe out participation

• Nothing will be done about my near miss

• No one reads the near misses anyway

• Management doesn’t care

• It is just busy work

• Current process set up to fail

• There are too many near misses to go through already

• It’s not my job

Norms: It’s OK not to…. • Participate in the payout program

• Communicate near misses

• Remedy a near miss

• Turn in a near miss

• Turn in a serious near miss, Instead:

• Turn in a joke near miss

• Make copies of one near miss and turn it in the rest of the year

©2010 Culture Change Consultants, Inc. All rights reserved

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Cycle of Mistrust

2. Whse doesn’t care about our needs

4. What’s he

upset about ?

THEM

US

1. Whse. observed moving

C24 Coil Cradles

6. I tell him, “they were moved to be safer.

It’s not a traffic aisle. We talked to

everybody.”

5. Maintenance only thinks of themselves not safety

Moved C24 Coil Cradles as Test

Forklift Drivers

Other Mobile Traffic

7. We’ll see about that!

8. They don’t want to listen to what I need,

I’ll fix it myself

10. Wonder who moved the

cradles back, I’ll ask

around?

11. We move cradles back again for third time.

12. Oh, change is hard for some.

9. Cradles are empty, I’ll just

slide them out of my way.

3. “I’ll go find Walt, he

moved them!”

©2010 Culture Change Consultants, Inc. All rights reserved

2. Whse doesn’t care about our needs

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Project Specifications

RMBC Resolution Inc. Project Specification Sheet

Mission Alignment: Yes Date Accepted by Guidance Team: 3/28/08

Empowerment Level Requested: 5 Empowerment Level Granted: 1 2 3 4 5

Issue: When the alarm goes off it creates confusion because not everyone knows what to do.

Solution: To give the employees the knowledge and training to complete a successful evacuation drill.

Communication Plan: Feedback from co-workers at April town halls. Then training at the fall town halls. In

between, periodical updates via safety communication boards.

Measurement of Project Success: A successful Stage 1 drill completed by the end of the calendar year in an

established amount of time (to be determined).

Action Resources (Time/Money) Responsibility Date Due

Preparation of questionnaire for town

hall. 2 weeks $0 GRT 4/14 & 4/18

Evaluate questionnaire and review

evacuation plan. 2-4 weeks GRT 5/18

Evacuation maps & painted evac route. 6 weeks GRT 7/3

Evacuation notebooks. 6 weeks GRT 8/15

Training presentation prep for town hall. 6 weeks GRT 10/10

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Accomplishments

Distributed survey for warehouse forklift drivers and conducted focus groups.

Submitted revision for warehouse forklift drivers loading policy and was approved by Corporate.

Presented the problem to SoCal Distributors/ Carriers and let them know about the upcoming changes effective January 1st 2010.

Next Steps..

Implement similar rules throughout warehouse floor one area at a time.

Irwindale Roots of Change Grassroots Team

E:/Roots of Change/Driver Sheet English (100609).doc

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Impacts of Grassroots Safety in our operations

Hourly/Union are beginning

to believe they can really

make a difference and

have a voice

Safety issues being resolved

outside of grassroots in ways

like never before

Grassroots teams now have a

waiting list for membership

Teams have developed:

• collaboration skills working

with each other

• empathy and understanding

of what it takes to get things

done

Management gains respect

– grassroots teams solve

problems they can’t solve

Icebergs, Cycles of Mistrust,

and Safety Imaging are now

being done outside of

Grassroots teams

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Lessons Learned – Principles Applied

Get a pro to help

Stay the course! Be in it for the long haul

Stay focused on culture – someone has to understand

what you’re really working on

Operations owns culture, safety owns programs

Culture change has to be led from within

Leaders have to be active in supporting the process

and looking at their own culture

Structure can be flexible if you stick to the principles

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QUESTIONS?

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What’s Next? Return to this room from 1:30-3:00 pm for

Executive Edge Session C: Safety in Action –

EHS Management System Implementation (Technical Session 66)

Workshops Following Each Session

Rooms 28A & 28B (Pre-registered participants only)

a transformative force in ehs - the campbell institute · keys for successful grassroots culture...

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