safety leadership - clark peterson, skanska usa civil west

4

Bradley Curve / Safety Maturity

5

4

2

3

1

InjuryRate

Traditional Safety Programs

Compliance Oriented

Systems Oriented

10 to 15 Years

Behavioral

Hazard ID & Elimination

5

Management Behaviours - Level 1

• Know the lost time accident rate

• Include safety on the agenda following a specific incident / event

• Listen to safety presentations on request

• Received some safety training – legal

• Safety dept. leads on safety

5

4

2

3

1

InjuryRate

10 to 15 Years

Level 1

Level 2

Level 3

Level 5

Level 4

6


• Know some details of the more serious incidents

• Want to know about how they compare to other companies

• Will expect immediate cause actions for LTI

• Organization will start to have safety as a regular item on the agenda

5

4

2

3

1

InjuryRate

10 to 15 Years

Level 1

Level 2

Level 3

Level 5

Level 4

7


• Received safety training on management systems

• Personally check on accident investigations

• Focus on poor site performance

• Safety performance of subcontractors is included in the measurements

5

4

2

3

1

InjuryRate

10 to 15 Years

Level 1

Level 2

Level 3

Level 5

Level 4

8

Management Behaviours- Level 4 • Personal safety

objectives • Actively seek to learn

from other companies• Give support to poorly

performing sites• In-depth analysis of

accident causation• Subcontractor

performance is given equal status

• Safety leadership is part of career development

5

4

2

3

1

InjuryRate

10 to 15 Years

Level 1

Level 2

Level 3

Level 5

Level 4

9


• What can I do to prevent this accident?

• Focus on leading indicators

• Safety is considered all organizational changes

• Safety is an integral part of business activities

5

4

2

3

1

InjuryRate

10 to 15 Years

Level 1

Level 2

Level 3

Level 5

Level 4

10

Where do you think you are at?

11

What, How, and Why?

Culture

IIPP

SHEMSIFE

12

Empowerment

Management

Front Line

(Foreman)

Craft

13

Leadership Commitment

• Create and maintain a culture of behavior that demands zero incident performance.

• Create a climate of accountability and responsibility for safe performance at all levels of the company.

• Provide opportunity for training at all levels.

14

Leadership Commitment cont.

• Create a climate of teamwork within your company

• Communicate expectations in an effective and efficient manner

• Create a climate of exceeding customer expectations

• Last but not least, Morally and ethically – It is the right thing to do

15

Evolution of Safety

The safety programs of the past have been reactive in nature and “incident driven”. Efforts now will encompass preventive strategies that will be behavior driven, requiring employee participation and accountability at all levels.

Roles and responsibilities will be better defined in order to ensure that safety is not simply a priority, but is a recognized value.

16

Accountability

Accountability is:

• Personal ownership

• Voluntarily aligning with goals

• Doing one’s part to achieve goals and meet expectations

• Accepting the consequences for the results

17

Character

• Beliefs – assumptions or convictions that a person holds to be true regarding people, concepts, or things.

• Values – ideas about the worth or importance of people, concepts, or things. They come from a person’s beliefs

18

Character

What we see, hear, read, reflect upon, experience, etc. causes us to develop an opinion (belief) about something. This belief gives us an understanding or misunderstanding which, in turn, allows us to appraise the worth of it (value). The value we place is not always correct due to lies, misunderstanding, lack of experience, miscommunication, inappropriate role models, etc.

19

What Do People Want From Their Jobs?

20

Supervisors ranked it as:

• High Wages• Job Security• Promotion in the

Company• Good Working

Conditions• Interesting Work

• Personal Loyalty of Supervisor

• Tactful Discipline• Full Appreciation of Work

Being Done• Help on Personal

Problems• Feeling of Being In On

Things

21

Employees ranked it as:

• Full Appreciation of Work Being Done

• Feeling of Being In On Things

• Help on Personal Problems

• Job Security• High Wages

• Interesting Work• Promotion in the

Company• Personal Loyalty of

Supervisor• Good Working

Conditions• Tactful Discipline

22

We do not produce excellence when we feel uninvolved, insignificant, and threatened.”

Kouzes and Posner The Leadership Challenge

24

Understanding Leadership and Management.

“ Managers are people who do things right, while leaders are people who do the right thing”

Warren Bennis, PHD “On Becoming a Leader” (1989)

25


• Management skills are necessary for the execution of work, but not for providing “leadership”

• In fact good leaders are made not born.

26

Concepts of Leadership

• Trait Theory – Personality traits may lead people naturally into leadership roles.

• Great Events Theory – A crisis or important event may cause a person to rise to the occasion.

• Transformational Leadership Theory – People can learn leadership skills.

27


As opposed to leadership task such as;

• Modeling behaviors (leading by example)• Advocating for the “right thing”• Creating an environment for open discussion• Not being afraid to try new ways of doing things• Encouraging and celebrating success

28


Leadership – Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their attributes, such as beliefs, values, ethics, character, knowledge, and skills.

29


Your position as a manager or supervisor gives you the authority to accomplish certain tasks. This power does not make you a leader. It simply makes you the boss.

Leadership differs in that it makes the followers want to achieve high goals, rather than simply bossing people around.

30


Leadership is not power – power is the capacity to bring about desired outcomes and prevent those not desired.

While leaders always have power, the powerful are not always leaders.

31


Leadership is not status – status or position may enhance the opportunity for leadership and (accountability)

Leadership is not authority - a person may have subordinates, but not followers.

32


When employees are deciding if they respect you as a leader, they do not think about your attributes, rather, they observe what you do so that they know who you really are.

33


Respected leaders concentrate on what they are [be] (such as beliefs and character), and what they know (such as jobs, tasks, and human nature), and what they do (such as implementing, motivating, and provide direction).

34

Leadership Communication Principles

• Setting Expectations: Expectations begin behavior / Accountability maintains behavior

Understand safe production expectations

Establish what good behavior looks like

Does your behavior match your expectations?

• Praising: Put on your hardhat and go out specifically to catch people doing something right!

When you catch someone doing something right, tell them “Thank You” (Praise people immediately)

Tell people what they did right – be specific about the behavior

Tell people how it benefits the organization

Make it personal and sincere.

35

Principles of Leadership

To help you be, know, and do, follow these 11 principles of leadership.

1. Know yourself and seek self-improvement. Seeking self improvement means continually strengthening your attributes.

“Leonardo da Vinci didn’t sign up for a webinar to learn the possibilities of flight. Rather he wandered and studied birds”

2. Be technically proficient- As a leader, you must know your job and have a solid familiarity with your employees tasks.

36


3. Seek responsibility and take responsibility for your actions – Search for ways to guide your organization to new heights. And when things go wrong, do not blame others. Analyze the situation, take corrective action and follow-up.

4. Make sound and timely decisions – Use good problem solving, decision making, and planning tools.

37


5. Set the example – Be a good role model for your employees. They must not only hear what they are expected to do, but also see.

6. Know your people and look out for their well being – Know human nature and the importance of sincerely caring for your workers.

38


7. Keep your workers informed – Know how to communicate with not only them, but also senior management and other key people.

8. Develop a sense of responsibility in your workers – Help to develop good character traits that will help them carry out their professional responsibilities.

39


9. Ensure that tasks are understood, supervised and accomplished – Communications is the key to this responsibility.

10. Train as a Team – Although many so called leaders call their organization a team; they are not really teams… they are just a group of people doing their jobs.

40


11. Use the full capabilities of your organization – By developing a team spirit, you will be able to employ your organizations to its fullest capabilities.

Shop Office Field

41

“It is absurd to believe that soldiers who cannot be made to wear the proper uniform can be induced to move forward in battle. Officers who fail to perform their duty by correcting small violations and in enforcing proper conduct are incapable of leading.”- General George S. Patton Jr., April 1943

42

Factors of Leadership

There are four major factors in leadership.

43


Follower

New hires and workers who lack motivation are examples of employees who require more supervision. You must know your people!

44


Leader

You must understand who you are, know, and can do

Followers make leaders successful.

To be successful you must convince your followers, not yourself or your superiors, that you are worthy of being followed.

45


Communication

You lead through two-way communication.

Set the example.

How you communicate either builds or harms your relationship between you and your employees.

46


Situation

All employees are different.

You must use your judgment to decide the best course of action for each situation.

47

"If everyone is thinking alike, someone isn't thinking."- General George Patton Jr

48

10 Best Things for Safety Excellence

What barriers do we have?

49


1) Developing a vision for safety and aligning leadership around it. “ Be Specific”

a. Create the vision ourselves

b. Recognize variation from the vision and respond.

c. Stimulate

d. Participate

50


2) Measure climate, culture, & leadership capability.

This enables strategy for improvement.

51


3) Stop doing the things that create poor organizational culture and safety climate

What managers do to undermine Safety Culture and Climate.

a. Focus on injuries while ignoring exposure.

b. Talk about zero injuries while ignoring safety issues.

c. Make bonus compensation based on recordables.

d. Ask for input on Safety and don’t respond.

e. Block upward communication of safety issues.

f. Blame lower level leader for systems they can’t control.

g. Miss-classify injuries to make numbers look good.

h. Make Safety number one and then trivialize it.

52


4) Engage each level of employee in significant safety interventions.

Front Line: Get them involved, avoid meddling.

Middle: Know the critical behaviors / Problem Solve

Senior: Require a high personal safety ethic. Provide coaching as needed.

53


5) Move the focus of the organization from injuries to exposure.

What leaders do to make it real.

a. Learn where the exposure for injury is.

b. Emphasize near miss reporting & investigation.

c. Do root cause analysis broadly and properly.

d. Respond to near miss data.

e. Understand that exposure reduction is injury reduction.

54


6) Understand the role of behavior.

- Understand the sensitivity to the word “ behavior”

- Understand that safe behavior refers to all levels of employees, especially senior leaders.

- Understand that behavior always interacts with systems, leadership. And culture.

- Enable safe behavior.

55


7) Develop valid leading indicators.

a. Set standards for what qualifies as a leading indicator.

b. Test potential leading indicators.

56


8) Focus on serious injuries and fatalities as a category.

a. Measure serious injuries and fatalities together.

b. Understand the Root Causes of this category of Incident.

c. Design intervention centrally and implement locally.

57


9) Address Sub-contractor safety with the same rigor as employee safety.

a. Define safety objectives.

b. Leadership behaviors.

c. How non-compliance will be handled.

d. Perform measurement and reporting.

e. Climate and culture is essential.

58


10) Instill Personal Safety Ethics in each of our leaders.

Self-awareness

Empathy

Contact

Responsibility

Impact

59


Understand Personal Safety Ethics Pivotal importance.

Become a model to others.

Learn how to create it in leaders.

Take on the objectives of assuring Personal Safety Ethics in all leaders.

60

Seven Habits of Failed Leadership

Habit One: Taking Charge as “Commanding General”

Failing to sell ideas (rather than simply giving orders).

61


Habit Two: Being Vague on Values

Failing to establish clear ethical guidelines.

62


Habit Three: “Do as I say, Not as I do”

Failing to walk your talk

63


Habit Four: Overlooking “Right Things”

Failing to support the right action

64


Habit Five: Managing by “The idea of the Month”

Failing to see your own ideas to completion

65


Habit Six: Courting Disaster

Failing to celebrate small victories in the presence of larger defeats

66


Habit Seven: Resting on our Laurels

Forgetting to listen – and learn

67

SAFETY LEADERS

Safety Leaders follow these rules.1. Stop unsafe work immediately2. Actions speak louder than words. Lead By Example.3. Provide positive recognition and praise to encourage safe

behavior4. Never condone unsafe actions by just walking away.5. All employees must be involved in the safety process.6. Don’t be afraid, Discipline + Accountability.

68

99.9% Good Enough?

• 2 Unsafe Landings at O’Hare Airport Each Day• 16,000 Lost Pieces of Mail Per Hour• 20,000 Incorrect Drug Prescriptions Per Year• 50 Newborn Babies Dropped at Birth Each Day• 900,000 Credit Cards Will Have Incorrect

Information

69

“Even if you're on the right track, you’ll get run over if you just sit there”

Will Rogers

70

In a Nutshell

• The basic cause of low productivity, sub quality, and accidents are the same.

• Chance determines whether these common causes result in loss to people, property, or productivity.

• The vast majority of lost productivity and substandard results are from lack of leadership.

• Losses to people, property, and productivity don’t “just happen”, they are caused.

safety leadership - clark peterson, skanska usa civil west

Technology