Leadership , the key to unlocking high performance in safety critical industries

Download Leadership  , the key to unlocking high performance in safety critical industries

Post on 16-Apr-2017

49 views

Category:

Leadership & Management

0 download

TRANSCRIPT

<ul><li><p>Leadership the key to </p><p>unlocking high performance in </p><p>safety critical industriesWendy Anyster</p><p>Consulting Occupational Psychologist</p><p>The Leadershipvine Ltd</p></li><li><p>The psychology of human performance</p><p>Organisational culture: a set of deeplyembedded behaviours, beliefs, and mind-set thatdetermine the way we do things around here.Cultural drivers influence the way people act andbehave, how they talk and inter-relate, how long ittakes to make decisions and how effective they areat delivering results .</p><p>Culture manifests </p><p>itself through </p><p>behaviours or </p><p>human performance</p><p>Antecedent Behaviour Consequence</p><p>Antecedents and </p><p>consequences</p><p>influences the quality of </p><p>human performance</p><p>Beliefs are reinforced, </p><p>modified or changed </p><p>depending upon the </p><p>consequences of </p><p>behaviours what is </p><p>experienced.</p><p>Beliefs Behaviour Results</p></li><li><p>Leadership the key to unlocking behaviours for </p><p>success</p><p> A good safety-culture cannot simply</p><p>emerge and be self-sustaining. It has to</p><p>be encouraged by senior managers,</p><p>then sustained with peer discipline and</p><p>overt management safety behaviour</p><p>leadership. The alternative will be an</p><p>organisation liable to pockets of safety</p><p>excellence and areas of safety chaos(Dr John B, Taylor, 2010).</p><p> An organisation is strongly influenced</p><p>by and is very responsive to perceived</p><p>expectations from the topthese</p><p>perceived expectations can and often</p><p>do have a profound impact on the</p><p>behaviour of individuals in the</p><p>organisation (Dr Zack T Pate Former CEOof INPO, past Chairman of WANO).</p><p> Leaders need to wake up to the power</p><p>of Culture. Often misunderstood anddiscounted as a soft, nice-to-have</p><p>component of business, culture is neither</p><p>intangible nor fluffy; it is one of the most</p><p>important drivers to the creation of long-</p><p>term, sustainable success (Sean Culey,2012).</p><p>Leaders through their actions, decisions &amp; interactions create &amp; shape an organisation's culture.</p><p>Culture is shaped by:</p><p>What leaders pay attention to</p><p>How leaders react to critical incidents</p><p>How leaders allocate resources</p><p> The behaviour leaders demonstrate (role model) daily, teach &amp; coach</p><p>What gets rewarded, what gets punished</p><p>(Edgar Schein, 1992)</p><p>An informed culture </p><p>A reporting culture </p><p>A learning culture</p><p>A flexible culture</p><p>A just culture</p><p>Elements that contribute to </p><p>the development of a strong </p><p>safety culture</p><p>Reason , 1998</p></li><li><p>Leadership styles &amp; the impact on human </p><p>performance</p><p>Style of leadership</p><p>Scale of influence</p><p>Level of dependence</p><p>Directive Commanding</p><p>Collaborative Coaching</p><p>Compliance (have to)</p><p>Commitment(want to)</p><p>Parent - child Adult-adult</p><p> What does good </p><p>leadership look like?</p><p> How do we influence </p><p>organisational action </p><p>that will deliver the best </p><p>results?</p><p> What leadership behaviour </p><p>motivates high </p><p>performance?</p></li><li><p>Levels of influence (compliance vs commitment)</p><p>Rights</p><p>Relationships</p><p>Results</p><p>Reproduction</p><p>Respect</p><p>Correct</p><p>Teach</p><p>Ask &amp; learn</p><p>Build relationships</p><p>Want to</p><p>Have to </p><p>Positional authority</p><p>Trust based relationships &amp; connection</p><p>Track record of performance -winning team </p><p>Coach &amp; develop others personal positive impact </p><p>Character (personal will, professional humility) </p><p>Power of voice</p><p>Power of connection</p><p>Compliance </p><p>Compliance with policies, regulations &amp; procedures ensure safety</p><p>Doing the right thing </p><p>Motive: fear, avoidance of negative consequences</p><p>Have to .</p><p>Thinking domain</p><p>Commitment</p><p>Understand and agree with the rationale behind the policies, regulations, rules</p><p>Doing the right thing for the right reasons</p><p>Motive: passion, caring, positive consequences</p><p>Want to</p><p>Emotional domain</p><p>Its possible for people to operate out of compliance while </p><p>they have very little commitment. But the opposite is </p><p>virtually impossible. If one is truly committed, compliance is </p><p>rarely an issue (Duncan, 2014).</p></li><li><p>Key leadership behaviour: what does good </p><p>leadership look like? </p><p>Seven key safety leadership </p><p>characteristics and associated </p><p>behaviours that can influence Safety </p><p>Culture </p><p>(T.R. Krause, 2005)</p><p>Credibility</p><p>Action orientation</p><p>Vision</p><p>Accountability</p><p>Communication</p><p>Collaboration</p><p>Feedback and recognition</p><p>Connect</p><p>Clear Direction</p><p>Collaborate</p><p>Coach</p><p>Co-create</p><p>Leadership behaviour that will unlock </p><p>behaviours for success</p><p>Need transformational leadership skills to generate </p><p>employee engagement which in turn generates the commitment to drive organisational action that will deliver success.</p></li><li><p>Key strategies to unlock organisation wide </p><p>behavioural shifts</p><p>Current performance assessment </p><p>(where are we now)</p><p>Targeted future performance (where do we want to be)</p><p>Identify priority behaviours to </p><p>accelerate performance improvement</p><p>Develop &amp; implement </p><p>robust plan to embed </p><p>behaviours</p><p>Communicate, reinforce, follow </p><p>through</p><p>Develop an integrated, holistic </p><p>behavioural strategy</p><p>A positive Safety Culture is a culture in which </p><p>safety plays a very important role and is a </p><p>core value for those who work for the </p><p>organisation. (IAOGP)</p><p>Key questions: What is the broader organisational culture that we want </p><p>to establish?</p><p> What values should drive organisational behaviour?</p><p> How do these values translate into behaviours (what we </p><p>say &amp; do)?</p><p> What does good look like behaviourally?</p><p> What are the strengths of our current culture?</p><p> When we integrate all our performance data, what are </p><p>the patterns, themes?</p><p> What behaviours will drive organisational action needed </p><p>to deliver the results we want? Behavioural</p><p>Technical</p><p>Environmental</p><p>Organisational</p></li><li><p>Key strategies to unlock organisation wide </p><p>behavioural shifts</p><p>Move beyond antecedents</p><p>Antecedents Barriers Motivate </p><p>&amp; sustain</p><p> How can we trigger/kick - start the right behaviours?</p><p> What barriers may stop prevent the right behaviour? </p><p> How can we remove these barriers?</p><p> How can we embed the behaviours into everyday activities so that they become business as usual norms?</p><p> How can we integrate these behaviours into our existing activities/ practices?</p><p> How can we embed these behaviours so that they are hardwired into every aspect of our business and become a way of life?</p><p> How can we actively engage all teams/staff in bringing these behaviours to life?</p><p>Trigger/kick-start</p><p>Embed</p><p>Stop/prevent </p></li><li><p>Key strategies to unlock organisation wide </p><p>behavioural shifts</p><p>Strengthen collective leadership </p><p>behaviour</p><p>Results</p><p>Leadership capability</p><p>Culture</p><p>So what.? That wont make a difference</p><p>Not only did many engineers not have leadership skills and</p><p>capabilities.but most did not acknowledge these skills as</p><p>critical components of their jobs. For NASA engineers to accept</p><p>these skills as important they had to be shown as relevant to</p><p>their work &amp; to enabling mission success(Christine Williams,</p><p>NASA, 2012).</p><p>A managers style of leadership &amp; visible demonstration (of values) through actions is important in shaping the organisations culture.long term focus, commitment &amp; a willingness to walk the talk are more influential than campaigns or posters. (IAOPG, 2013)</p><p>Practices </p><p>that work</p></li><li><p>Key strategies to unlock organisation wide </p><p>behavioural shifts</p><p>Make it easy for people to do the </p><p>right thing embed into activitiesPre-job briefs</p><p>Setting to work</p><p>Post job debriefs</p><p>Behavioural objectives </p><p>Performance reviews</p><p>Team meetings</p><p>On-job coaching</p><p>Peer reviews</p><p>A commitment to safety and operational integrity begins with management. But </p><p>management alone cannot drive the entire culture. For a culture of safety to flourish, it must be embedded throughout the organisation (Tillerson, R. 2010).</p></li><li><p>Lessons learnt &amp; best practices</p><p>Focus</p><p>20/80 Behaviours</p><p>Targeted performance improvements</p><p>Align</p><p>Behavioural language</p><p>Behavioural descriptors: what goods like/sounds like</p><p>Develop</p><p>Lead team collective behaviour</p><p>Individual behaviours</p><p>Embed</p><p>Activities</p><p>Practices</p><p>Processes</p><p> Leader-led role model, reinforce, coach One size fits one fit for purpose (what key will </p><p>unlock behaviours in your context?) Engaged thinking, co-creation and value-</p><p>driven action gets commitment Keep it simple focus on 20% that will deliver </p><p>80% of results Bring behaviours to life through activities &amp; </p><p>practices that will make it easy for people to do the right thing</p><p> Flywheel effect start slow to move fast; consistent, relentless action will create momentum</p><p> Surface &amp; share positive examples/stories</p></li><li><p>Wendy Anyster Occupational Psychologist &amp; OD Specialist</p><p>Wendy is a registered occupational psychologist with 24 years</p><p>experience in the field of organisational development and</p><p>behavioural change. During her corporate and industry years,</p><p>she held various leadership roles including Head of OD &amp;</p><p>Training, Senior OD Advisor &amp; Human Resources Development</p><p>Manager.</p><p>Her passion and strong interest to work with teams and</p><p>individuals to enhance their leadership capability, lead to her</p><p>starting a consulting service in 2004. Services to organizations in</p><p>various industries (including safety critical, engineering and</p><p>export) have included a range of organizational development</p><p>interventions, however a strong passion for leadership</p><p>development has led to this becoming her core focus.</p><p>Wendy is passionate about building capacity in others and has</p><p>worked with academic institutions (e.g. University of</p><p>Stellenbosch Business School), teaching Organisational</p><p>Behaviour &amp; Change Management modules to MBA Students</p><p>and has presented at numerous professional &amp; industry</p><p>conferences (e.g. Assessment Centre Study Group, Institute for</p><p>Personal Management, Future Leaders Conference, IAEA</p><p>FORATOM Management Systems).</p><p>Contact details:</p><p>The Leadershipvine LtdGloucestershire, England</p><p>E-mail: wendy.anyster@gmail.com</p><p>mailto:wendy.anyster@gmail.com</p></li></ul>

Recommended

View more >