Safety Leadership - Clark Peterson, SKANSKA USA Civil West
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Safety Leadership - Clark Peterson, SKANSKA USA Civil West

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Safety Leadership - Clark Peterson, SKANSKA USA Civil West Safety Leadership - Clark Peterson, SKANSKA USA Civil West Presentation Transcript

  • 1
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  • 4Bradley Curve / Safety Maturity 5 Traditional Safety Programs 4 Injury Compliance Oriented Rate 3 Systems Oriented 2 Hazard ID & Elimination 1 Behavioral 10 to 15 Years
  • 5 Management Behaviours - Level 1• Know the lost time accident rate 5• Include safety on the agenda following a 4 Level 1 specific incident / event Injury Rate Level 2• Listen to safety 3 presentations on request Level 3• Received some safety 2 training – legal Level 4• Safety dept. leads on 1 safety Level 5 10 to 15 Years
  • 6 Management Behaviours - Level 2• Know some details of the more serious incidents 5• Want to know about how they compare to other Level 1 companies 4 Injury• Will expect immediate Rate Level 2 cause actions for LTI 3• Organization will start to Level 3 have safety as a regular 2 item on the agenda Level 4 1 Level 5 10 to 15 Years
  • 7 Management Behaviours - Level 3• Received safety training on management systems 5• Personally check on accident investigations Level 1 4• Focus on poor site Injury performance Rate Level 2 3• Safety performance of subcontractors is Level 3 included in the 2 measurements Level 4 1 Level 5 10 to 15 Years
  • 8 Management Behaviours- Level 4• Personal safety objectives 5• Actively seek to learn from other companies Level 1• Give support to poorly 4 Injury performing sites Rate Level 2• In-depth analysis of 3 accident causation Level 3• Subcontractor 2 performance is given Level 4 equal status 1• Safety leadership is part Level 5 of career development 10 to 15 Years
  • 9 Management Behaviours - Level 5• What can I do to 5 prevent this accident?• Focus on leading Level 1 indicators 4 Injury• Safety is considered all Rate Level 2 organizational changes 3• Safety is an integral Level 3 part of business 2 activities Level 4 1 Level 5 10 to 15 Years
  • 10Where do you think you are at?
  • 11What, How, and Why? IIPP Culture IFE SHEMS
  • 12Empowerment
  • 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 SafetyThe safety programs of the past have beenreactive in nature and “incident driven”. Effortsnow will encompass preventive strategies thatwill be behavior driven, requiring employeeparticipation and accountability at all levels.Roles and responsibilities will be better definedin order to ensure that safety is not simply apriority, but is a recognized value.
  • 16 AccountabilityAccountability 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 CharacterWhat we see, hear, read, reflect upon,experience, etc. causes us to develop anopinion (belief) about something. This beliefgives us an understanding or misunderstandingwhich, in turn, allows us to appraise the worthof it (value). The value we place is not alwayscorrect due to lies, misunderstanding, lack ofexperience, miscommunication, inappropriaterole models, etc.
  • 19What Do People Want From Their Jobs?
  • 20 Supervisors ranked it as:• High Wages • Personal Loyalty of• Job Security Supervisor• Promotion in the • Tactful Discipline Company • Full Appreciation of Work• Good Working Conditions Being Done• Interesting Work • Help on Personal Problems • Feeling of Being In On Things
  • 21 Employees ranked it as:• Full Appreciation of Work • Interesting Work Being Done • Promotion in the• Feeling of Being In On Company Things • Personal Loyalty of• Help on Personal Supervisor Problems • Good Working Conditions• Job Security • Tactful Discipline• High Wages
  • 22 We do not produce excellence when we feel uninvolved, insignificant, and threatened.”Kouzes and Posner The Leadership Challenge
  • 23
  • 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 Understanding Leadership and Management.• 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 Understanding Leadership and Management.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 Concepts of LeadershipLeadership – 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 Concepts of LeadershipYour position as a manager or supervisor givesyou the authority to accomplish certain tasks.This power does not make you a leader. Itsimply makes you the boss.Leadership differs in that it makes the followerswant to achieve high goals, rather than simplybossing people around.
  • 30 Concepts of LeadershipLeadership is not power – power is the capacityto bring about desired outcomes and preventthose not desired.While leaders always have power, the powerfulare not always leaders.
  • 31 Concepts of LeadershipLeadership is not status – status or positionmay enhance the opportunity for leadershipand (accountability)Leadership is not authority - a person mayhave subordinates, but not followers.
  • 32 Concepts of LeadershipWhen employees are deciding if they respectyou as a leader, they do not think about yourattributes, rather, they observe what you do sothat they know who you really are.
  • 33 Concepts of LeadershipRespected leaders concentrate on what theyare [be] (such as beliefs and character), andwhat they know (such as jobs, tasks, andhuman nature), and what they do (such asimplementing, motivating, and providedirection).
  • 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 Principles of Leadership3. 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 Principles of Leadership5. 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 Principles of Leadership7. 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 Principles of Leadership9. 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 Principles of Leadership11. 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 bemade to wear the proper uniform can be induced tomove forward in battle. Officers who fail to performtheir duty by correcting small violations and inenforcing proper conduct are incapable of leading.”- General George S. Patton Jr., April 1943
  • 42 Factors of LeadershipThere are four major factors in leadership.
  • 43 Factors of Leadership FollowerNew hires and workers who lack motivation areexamples of employees who require moresupervision. You must know your people!
  • 44 Factors of Leadership LeaderYou must understand who you are, know, andcan doFollowers make leaders successful.To be successful you must convince yourfollowers, not yourself or your superiors, thatyou are worthy of being followed.
  • 45 Factors of Leadership CommunicationYou lead through two-way communication.Set the example.How you communicate either builds or harmsyour relationship between you and youremployees.
  • 46 Factors of Leadership SituationAll employees are different.You must use your judgment to decide the bestcourse of action for each situation.
  • 47"If everyone is thinking alike, someone isntthinking."- General George Patton Jr
  • 4810 Best Things for Safety Excellence What barriers do we have?
  • 4910 Best Things for Safety Excellence1) 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
  • 5010 Best Things for Safety Excellence2) Measure climate, culture, & leadership capability. This enables strategy for improvement.
  • 5110 Best Things for Safety Excellence3) 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.
  • 5210 Best Things for Safety Excellence4) 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.
  • 5310 Best Things for Safety Excellence5) 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.
  • 5410 Best Things for Safety Excellence6) 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.
  • 5510 Best Things for Safety Excellence7) Develop valid leading indicators.a. Set standards for what qualifies as a leading indicator.b. Test potential leading indicators.
  • 5610 Best Things for Safety Excellence8) 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.
  • 5710 Best Things for Safety Excellence9) 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.
  • 5810 Best Things for Safety Excellence10) Instill Personal Safety Ethics in each of our leaders.Self-awarenessEmpathyContactResponsibilityImpact
  • 5910 Best Things for Safety Excellence 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.
  • 60Seven Habits of Failed Leadership Habit One: Taking Charge as “Commanding General” Failing to sell ideas (rather than simply giving orders).
  • 61Seven Habits of Failed Leadership Habit Two: Being Vague on Values Failing to establish clear ethical guidelines.
  • 62Seven Habits of Failed LeadershipHabit Three: “Do as I say, Not as I do” Failing to walk your talk
  • 63Seven Habits of Failed LeadershipHabit Four: Overlooking “Right Things” Failing to support the right action
  • 64Seven Habits of Failed Leadership Habit Five: Managing by “The idea of the Month” Failing to see your own ideas to completion
  • 65Seven Habits of Failed Leadership Habit Six: Courting Disaster Failing to celebrate small victories in the presence of larger defeats
  • 66Seven Habits of Failed Leadership Habit Seven: Resting on our Laurels Forgetting to listen – and learn
  • 67 SAFETY LEADERSSafety 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 youre 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.