As SH&E professionals move to become more integrated into the business environment it is even more crucial that the pure technical disciplines typically associated with the profession are complimented by a strong set of relevant leadership and business skills. In this presentation we will examine the various traits and core attributes that need to be displayed by the SH&E Professional not only to provide clear direction within their area of influence but also to gain credibility, and achieve alignment, with the rest of the organization.

2. Objectives
 At the end of this session the participants
should have an understanding of;
 The overarching role of “communication” in
Leadership
 What Leadership is, and is not
 Core business drivers & the benefits of business
alignment
 The application of 5 key leadership attributes in
SHE

3. “We must become the change we
want to see”
- Mahatma Gandhi

4. Communication
 Effective Leaders are effective communicators
 They align themselves with a cause
 They display a consistent set of values
 They speak to those values
 Consistency inspires trust and belief
 Ask the ad men!!!

5. Communication
 Influence
 Understand you area of influence
 Are you in the right position to affect major
change or simply change the environment in
which you work?
 Work within your area to gain an understanding of
effective leadership strategies

6. Leadership

7. What is Leadership?
 The “process of social influence in which
one person is able to enlist the aid and
support of others in the accomplishment
of a common task”
 Commitment
 Chemers, M. M. (2002). Cognitive, social, and emotional intelligence of transformational leadership: Efficacy and
Effectiveness. In R. E. Riggio, S. E. Murphy, F. J. Pirozzolo (Eds.), Multiple Intelligences and Leadership.}

8. Leaders?

9. Born Leaders?
 Good leaders are made not born!
 Good leaders develop and demonstrate their
leadership ability through a never ending
process of self-study, education, training, and
experience.
 They transfer knowledge and enable others
 In fact, Leadership is not just for Leaders
anymore

10. Leadership vs. Management
 Managers are people who do things right, while leaders are
people who do the right thing. - Warren Bennis, Ph.D. "On
Becoming a Leader” (1989)
 Leaders are inspiring visionaries, concerned
about substance; while managers are planners
who have concerns with process.
 When managers seek activity with people, they
maintain a low level of emotional involvement
 Leadership differs in that it makes the followers
want to achieve high goals, rather than simply
bossing people around.

11. Leadership vs. Management
 Managers administer, leaders innovate
 Managers ask how and when, leaders ask what and
why
 Managers focus on systems, leaders focus on people
 Managers do things right, leaders do the right things
 Managers maintain, leaders develop
 Managers rely on control, leaders inspire trust
 Managers accept the status-quo, leaders challenge
the status-quo
 Managers imitate, leaders originate
 Managers emulate the classic good soldier, leaders
are their own person

12. The Role of Business
Alignment in
Effective SHE
Leadership

13. Business Drivers
 Regulatory
 ...because we have to
 Financial
 ...because we can make/save money
 Moral
 ...because it is simply the right thing to do
 What drives your business…?

14. Business Alignment
 ASSE CoPA recent study to understand how
SHE Professionals are viewed within the
business
 Business & Strategy Needs
 Plan & React Strategically
 …integrate safety performance into business
productivity
 Align with overall business strategy
 Understand financially related terms…
 Evaluate investments against their projected payoff

15. Business Alignment
 Typical Corporate Goals
 Increase stakeholder value
 Top line/profit/cost savings
 Typical SHE Goals
 Reduce Frequency/Severity rates
 Minimize violations/fines
 Are your goals aligned with the
business direction?

16. 5 Core Leadership
Skills

17. An opening word from General
Colin Powell…
 Lesson 1 in Leadership – “Being responsible
sometimes means pissing people off”
 Good leadership involves responsibility to the welfare of the group, which
means that some people will get angry at your actions and decisions. It's
inevitable, if you're honorable. Trying to get everyone to like you is a sign of
mediocrity: you'll avoid the tough decisions, you'll avoid confronting the
people who need to be confronted, and you'll avoid offering differential
rewards based on differential performance because some people might get
upset. Ironically, by procrastinating on the difficult choices, by trying not to
get anyone mad, and by treating everyone equally "nicely" regardless of their
contributions, you'll simply ensure that the only people you'll windup
angering are the most creative and productive people in the organization

18. Leadership Attributes
 LOYALTY- the act of binding yourself (intellectually or
emotionally) to a course of action.
 We want people to be aligned with corporate objectives
and loyal to the company’s overall philosophy. Priorities
change, values do not.
 Employees soon realize if we are not being genuine when
we talk about “safety is our number one priority”. Often
they only need to look at their working environment to
determine whether such statements are factual.
 We need to create an environment where people are not
afraid to speak up and challenge the status quo if they
believe it is in the best interest of the company.

19. Leadership Attributes
 COURAGE- there is many types of courage. It can be
divided into two categories; physical courage and moral
courage.
 Our immediate thought relates to physical courage,
however for safety leaders moral courage is far more
important.
 Moral courage is doing what is considered to be right.
Instead of physical harm one may face potential
consequences of isolation or retribution based on the
circumstances and actions taken.

20. Leadership Attributes
 DECISIVENESS - having the ability to make
decisions quickly, firmly, and clearly taking into
account all (current) facts bearing on the
situation.
 Safety leaders cannot afford to be irresolute, as
not having the ability the make quick decisions
can often lead to potentially disastrous
consequences.

21. Leadership Attributes
 CREDIBILITY- if there is one defining
characteristic of leaders who are effective over
long periods of time; it's that they behave in
ways that cause people to see them as credible.
 That means that they are believed, and trusted,
both in the specifics of what they say, and
generally, as people.

22. Leadership Attributes
 EMPATHY- the ability to identify and
understand another’s situation, feelings and
motives. It’s our capacity to recognize the
concerns other people have.
 Empathy means: “putting yourself in the other
person’s shoes” or “seeing things through
someone else’s eyes”.

23. Evaluate your Leadership
Qualities
 What is important to me? What are my values, beliefs and
ethics?
 How am I demonstrating those values, beliefs and ethics
every day?
 Is the larger organization designed to support my values,
beliefs and ethics?
 What are the disconnects within my immediate
organization and for me with the larger enterprise?
 What can I do to change how I behave with my immediate
organization to demonstrate my belief in them?
 What additional assistance do those that I work with need
to succeed and how can I ensure that they get everything
they need to create personal and organizational safety
success?

24. Summary
 SHE leaders that are successful practice (and
reinforce) basic principles to ensure their
ability to inspire trust, loyalty and
commitment among team members.
 Credible leadership comes from competence
(what you do), character (who you are), and
connection (your relationship with followers).

25. A closing word from General
Colin Powell…
“Leadership is the art of
accomplishing more than the
science of management
says is possible.”