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©2010 BST. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

Leading With Safety

How Leaders Influence Behavior and Create

Culture



Exposure

Worker

Facilities and

Equipment

Processes

Leadership

Safety Enabling Systems

Hazard Recognition

and Mitigation

Skills, Knowledge,

and Training

Policies and Standards

Exposure Reduction

Mechanisms

Organizational Sustaining

SystemsSelection and Development

Structure

Performance Management

Rewards and Recognition

OrganizationalCulture

Blueprint forSafety Transformation

Blueprint for Safety Transformation isa trademark of Behavioral Science Technology, Inc.


©2008 BST. All rights reserved. Confidential Information.



Culture• Common values

that drive organizational performance

• Applies to many areas of functioning

• “How we do things”

• Unstated

• Background

• Changes more slowly

Climate• Perceptions of

what is expected, rewarded and supported

• Applies to a specific area of functioning

• “What we pay attention to”

• Stated

• Foreground

• Changes more rapidly



Safety Leadership Model



Measurable Attributes of Organizational Culture

Organizational Factor

1. PJ Procedural Justice

2. LMX Leader-MemberExchange

3. MC Management Credibility

4. POS Perceived Organizational Support

Team Factor

5.TW Teamwork

6.WGR Work Group Relations

Safety Specific Factor

7.SC Safety Climate

8.UC Upward Communications

9.AO Approaching Others



8983

87 86 89 8794

98

86

Overall

Lower Quartile (25th Percentile)

Median (50th Percentile)

Upper Quartile (75th Percentile)

Case Study – Site AOverall Percentile by Scale

TICR - .8

PJ LMX MC POS TW WGR OVS

UC AO

83 84

68

41

31

88 88 92

Case Study – Site BOverall Percentile by Scale

30 29

44

61

18 17

8488

43

Case Study – Site COverall Percentile by Scale

6 710

168

17

25

59

Case Study – Site DOverall Percentile by Scale


UC AO

83


UC AOP

erc

en

tile

Score

22


UC AO

Perc

en

tile

Score

Perc

en

tile

Score

Perc

en

tile

Score

TICR - 1.4

TICR - 4.2

TICR - 7.8



1. Job performance2. Salary

progression3. Career

satisfaction4. Follower

performance5. Frequency of

safety-related mishaps

6. Intention to quit

7. Commitment to the organization

8. Organizational citizenship behavior

9. Absenteeism

10. Job satisfaction

11. Ethical performance

Performance Variables Predicted by Cultural Attributes



LeadershipBest Practices



• Overall, how effective am I as a safety leader?

• Do I have the right leadership style for safety leadership?

• Do my subordinates recognize me as a strong safety leader?

• Do I engage in safety leadership best practices?

• How do I compare with other safety leaders?

Safety Leadership Capability



Vision

• Describes a compelling picture of what the future could be

• Communicates the organizational vision through word and action

• Helps others question and rethink their assumptions about safety



Credibility

• Gives honest information about safety performance, even if it is not well received

• Acts consistently in setting and applying safety standards

• Follows through on commitments made



Communication

• Communicates frequently and effectively up, down, and across the organization

• Shares with people the background and reasons for safety policies and procedures

• Makes sure that others feel comfortable and safe in raising issues and concerns



Collaboration

• Asks for and encourages input from people on issues that will affect them

• Seeks out and listens to diverse points of view

• Gains commitment of others before implementing changes



Action Orientation

• Is proactive rather than reactive in addressing safety issues

• Gives a timely, considered response to safety concerns

• Demonstrates a sense of personal urgency and energy to achieve safety results



Feedback and Recognition

• Readily recognizes people for safety work well done

• Gives positive feedback and recognition for good performance

• Finds ways to celebrate accomplishments in safety



Accountability

• Clearly communicates people’s roles and responsibilities in safety

• Fosters a sense that people are responsible for the level of safety in their organizational unit

• Regularly reviews with direct reports indicators of

their safety performance



Global Leadership Team: Safety Leadership Best Practices Percentile Scores

0

20

40

60

80

100

Vision Credibility ActionOrientation

SafetyCommunication

Collaboration Feedback & Recognition

Accountability

Perc

en

tile

Sco

re



100

0

20

40

60

80


SafetyCommunication


Accountability

Global Leadership Team: Safety Leadership Best Practices

Percentile ScoresPerc

en

tile

Sco

re



0

20

40

60

80

100


SafetyCommunication


Accountability

Perc

en

tile

Sco

re

Fifty Eight Other Leaders: Safety Leadership Best Practices Percentile Scores



0

20

40

60

80

100

`


SafetyCommunication


Accountability

Fifty Eight Other Leaders: Safety Leadership Best Practices Percentile Scores

Perc

en

tile

Sco

re



Feedback for change: Providing information about performance in relation to a goal

Feedback is not praise, not emotional, not gratuitous —

it is simply feedback.

The key to performance improvement is a feedback-rich environment.



Employee Engagement

The ultimate test of leadership



Employee Engagement

Valid Reasons • Desire to:

• fully engage workforce • provide leadership opportunities for wage roll

employees• enhance organizational functioning • overcome history of “awareness” programs• add new upstream and predictive measures• more fully understand working interface and

causes of exposure



Common System Attributes• Focuses on upstream, predictive exposures

• Provides safety leadership opportunities

• Separates discipline and incentives from system

• Collects data anonymously

• “Drafts” volunteers as data gatherers

• Includes observation and feedback

• Focuses on finding situations where exposure was avoided

• If unsafe action, seeks to understand why

• Uses data to remove barriers



ExposureObservabl

e And Measurab

le



Methodology

Identify Critical Exposures

Gather Data

Provide Feedback Gather Data

Use Data to RemoveBarriers



Station ASample data

11/01 - 11/30 page 1Total Sheets for this Accumulation = 120Average items scored per Sheet = 5.68

Safe At-risk %Safe#Sheets

Summary of Categories

1.0 Body Mechanics 35 21 63 302.0 PPE 189 14 93 91

3.0 Tools 188 14 93 104

4.0 Hazards 98 23 81 90

Grand Total 510 72 83 120



Average Reduction in Occupational Injury Average Reduction in Occupational Injury Rates After 1 YearRates After 1 Year

25%

40%

Employee Engagement Alone Employee Engagement plus Leadership Development

Ave

rage

Red

uctio

n



Leading With Safety

How Leaders Influence Behavior and Create

Culture

www.bstsolutions.com ©2010 bst. all rights reserved. this information is provided for informational...

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