mcaa safety and health conference · leadership defined •leadership is influencing others by your...
TRANSCRIPT
MCAA Safety and Health Conference
Jim Maddux
January 2017
Take another step on
Your safety
Leadership Journey
• Talk about some leadership principles
• Introduce you to the Foundations of Safety Leadership module
• Give you some tips on improving your leadership skills
Transformational Leadership Predicts Workplace Safety
• Idealized influence
• Inspirational motivation
• Intellectual stimulation
• Individual consideration
A Model for Safety Professional Development
Technical Topics
Safety and Health Management Systems
Communication
Persuasion
Leadership
Safety
Programs &
Policies
Safety
Climate
Safety
Incidents
Leadership Defined
• Websters dictionary (online)
• a position as a leader of a group, organization, etc.
• the time when a person holds the position of leader
• the power or ability to lead other people
• A person who gains willing followers: Warren Blank
Leadership Defined
• Leadership is influencing others by your character, humility and example. It is recognizable when others follow in word and deed without obligation or coercion." – Sonny Newman
• Safety Leader: A person who has the courage to demonstrate that s/he values safety by working and communicating with team members to identify and limit hazardous situations even in the presence of other job pressures such as scheduling and costs. CPWR
Leadership is Situational
• It happens in the moment
• One person creates a vision, sets a goal, suggests a course of action, or expresses an idea
• One person follows first
• Others follow
Developing a Leadership Reputation
• Leading successfully
• Leading skillfully
• Leading often
• Leaving people with a good feeling
Developing a Leadership Reputation
• When a person has developed a good leadership reputation, people will ask that person to lead, and may even expect that person to lead.
• When a person has such skill that he or she demonstrates leadership skills effortlessly, spontaneously, consistently, and frequently, we may call that person a “natural born leader”. (Warren Blank)
Management vs. Leadership
Managing
• Focus on things
• Do things right
• Plan
• Organize
• Schedule
• Direct
• Measure
• Critique
• Follows the rules
Leading
• Focus on people
• Do the right things
• Inspire
• Influence
• Motivate
• Teambuild
• Find vision
• Coach
• Change the rules
Managing Changes Leadership Expectations
Managing Leading
Expectations
Skills
TTh
Nexus of Control
13
Things you can control
Things you can influenceThings youcannot doanything about
Things youcannot doanything about
Things youcannot doanything about
Nexus of Control
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How we Influence
• Setting an example, modeling behavior
• Writing
• Talking
• Expertise/knowledge
Trust
• People follow leaders they trust
• Trust depends on what you expect the person to do
• Trust is gained relatively slowly, but can be lost quickly
Building Trust
Trust =
Credibility + Reliability + Intimacy
Self Orientation
Source: The Trusted Advisor, David H. Maister, Charles H. Grren, Robert M. Galford
Building Trust - Honesty
Tact, the art of getting your point across without stabbing somebody with it
Barriers• Not wanting to embarrass yourself• Not wanting to hurt others• Ego• Communication skill
Types of Dishonesty• Outright lying, providing misinformation• Exaggeration• Omission• White lies
1 2 4
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3
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Foundations of Safety Leadership
CPWR
5 LEADERship Skills
Leads by example
Engages and empowers team members
Actively listens and practices three-way communication
DEvelops team members through teaching, coaching, &
feedback
Recognizes team members for a job well done
Foundations of Safety Leadership
CPWR
How to Lead by Example
• Have a positive attitude about safety
• Establish safety as a core value
• Set high expectations for safety
• Share safety vision with the team
• “Walk the talk”
• Reinforce the idea that everyone owns safety
• Lead up!
How to Engage and Empower Team Members• Explain why safety is critical to getting the job done
• Engage team members in safety decision-making
• Conduct daily morning safety huddles and joint worker-management walk-arounds throughout the workday
• Empower team members to
• Report safety concerns, injuries and near misses
• Report or fix hazards or unsafe situations
How to Actively listen and Practice 3-way Communication
Act
ivel
y lis
ten
• Treat team members with respect when they are speaking
• Pay attention to non-verbal cues such as body language and eye contact
• Listen to hear what is being said vs. to come up with a response.
• Ask clarifying questions
How to Actively Listen and Practice 3-way Communication (cont’d)
Pra
ctic
e 3
-wa
y
com
mu
nic
ati
on
• Make sure you have listener’s attention• Be direct and concise • Ask team member to repeat message• Clarify any misunderstandings
How ToDevelop Team Members through Teaching, Coaching, and Feedback
Observe worker action
Address the issue
Problem solve
Practice action
Teach & coach
How ToDevelop Team Members through Teaching, Coaching, and Feedback (cont’d)
Use the FIST Principle:
Describe the FACTS
Explain the IMPACT
Provide SUGGESTIONS
Be TIMELY
How toRecognize Team Members for a Job Well Done
• Give recognition separately from other types of
feedback
• Regularly give praise in private
• Be specific about why you are praising the person
• Give praise publically if the person is comfortable
with it
5 LEADERship Skills
Leads by example
Engages and empowers team members
Actively listens and practices three-way communication
DEvelops team members through teaching, coaching, &
feedback
Recognizes team members for a job well done
Foundations of Safety Leadership
CPWR
CPWR Foundations of Safety Leadership
http://www.cpwr.com/foundations-safety-leadership-fsl
The full FSL leadership module is available at:
Skills That Help Manage and Lead
• Communications• Listening
• Giving direction
• Giving feedback
• Receiving feedback
• Coaching
• Managing yourself• Being on time
• Meeting commitments
• Keeping promises
• Time management
• Project management
Managing Yourself
• Managing commitments• Your commitments to others• Others commitments to you
• Managing projects
• Time management
Getting Things Done, the Art of Stress-Free Productivity, David Allen
Conversations Matter
• Accidents waiting to happen, and yet are not discussed. Why?
• Get it done, justified by deadlines
• Incompetence, skill deficits
• Just this once, exceptions are ok
• Overboard, rule is considered excessive
• Are you a team player, peer pressure
Silent Danger, Vital Smarts
Critical Conversations
• How critical are your safety conversations?
• How were you trained to handle them?
• Are you teaching people how to have them?
Crucial Conversations, Tools for Talking When Stakes are High, Patterson, Grenny, McMillan, Switzler
• Listen to understand and be understood
• Listen to body language too
• Listen with everything
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Listening
The Zen of Listening; Mindful Communication in the Age of Distraction, Rebecca Z. Shafir
Receiving Feedback
• Three types of feedback
• Appreciation
• Coaching
• Constructive
Thanks for the feedback, the Science and Art of Receiving Feedback Well, Douglas Stone and Sheila Heen
Coaching
• Help people clarify situations in their own minds.
• Ask open-ended questions that encourage them to think through the situation.
• Help the person identify possible actions.
• The best coaching enables people to think and act on their own.
• Offer guidance and encouragement as he or she develops a plan.
Humble Inquiry, the Gentle Art of Asking instead of Telling, Edgar H. Schein
Good Leaders are Genuine/Authentic
• The more you know yourself, the more genuine you can be
• When you are confident about who you are, you can share yourself without fear
• Spending some time on self reflection can help you know yourself better
Leaders are Learners
• Learn from watching others• Watch the movie of your life
• Look for leadership models in film and fiction
• Classes
• Reading
Learn by Doing
• You are the scientist and you are the subject
• Experiment
• Observe results
• Adjust
• Engineer your own evolution
