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Critical Leadership Practices For Tough Times
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Critical Leadership Practices For Tough Times

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Critical Leadership Practices by Terry McSween of Quality Safety Edge.

Critical Leadership Practices by Terry McSween of Quality Safety Edge.

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  • 1. The Two Most Critical Leadership Practices for Tough Times Terry McSween Quality Safety Edge
  • 2. First, a case study… My interest in leadership stems from my interest in safety
  • 3. What is Behavioral Safety? • Observations & feedback on critical behaviors • Data review & action planning − Safety Committee − Safety Meetings • Recognition & celebrations
  • 4. Recordable Rate at a Refinery 12 Values-Based Safety 10 8 # per 200,000 6 4 2 0 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Year
  • 5. Average Monthly Participation Percentage of Employees Conducting Observations 90 80 70 60 Percent 50 40 30 20 10 0 2003 2004 2005 2006 2007
  • 6. Annual Worker Comp Claims 45 43 40 35 30 25 23 21 21 20 15 15 12 10 9 5 5 0 2000 2001 2002 2003 2004 2005 2006 2007
  • 7. Annual Worker Comp Costs 1,200 1,049 1,000 800 727 600 410 400 200 191 109 82 15 28 0 2000 2001 2002 2003 2004 2005 2006 2007
  • 8. Leadership is Important In the first year, and … even more, in subsequent years.
  • 9. Leadership participation is important … … to employees.
  • 10. Important Point: It’s not the topography… … it’s the contingencies.
  • 11. Leadership participation is important … … to employees.
  • 12. The Two Most Critical Leadership Practices … • Build alignment • Show an interest
  • 13. Build alignment … Process Behavior
  • 14. “Nothing undermines the communication of a visionary change more than behavior on the part of key players that seems inconsistent with the vision.” John Kotter, Leading Change
  • 15. Building Alignment Sample Behaviors: − Learn about your local safety process − Model safe practices at every opportunity − Conduct leadership walkarounds and follow-through − Allow time for supervisors and employees to participate in safety activities − Consider the messages that your behavior and decisions may send about your commitment to safety − Consider the impact of all decisions on safety, as in • Recruiting & promoting • Providing resources • Conducting performance evaluations − Ensure that systems encourage safety and do not create barriers
  • 16. Show an interest … Results Process Behavior
  • 17. Show an Interest Sample behaviors: − Review training and implementation progress − Review how results are achieved, not just the results − Review data and incidents with direct reports − Ask questions about safety improvement efforts • How these efforts are going? • What are they targeting for improvement? • Ask about safety committees and what they are doing? • Ask what safety committees are planning? • Ask about safety work orders (backlog, turnaround, etc.)
  • 18. The Importance of Process
  • 19. Leadership shows interest by… …making a DATE!
  • 20. Make a DATE … D – create a DIALOGUE A – ASKED good questions T – Make TIME every week E – Offer ENCOURAGEment
  • 21. Tracking leadership … (Picture deleted for client confidentiality. It was a sample report of leadership participation from SOPA.)
  • 22. Why? Because data are … … part of the contingencies!
  • 23. Is that all there is?
  • 24. Important Point: To change the topography… … takes contingencies.
  • 25. “A bad leader can kill a good process.” Rixio Medina Corporate Safety Manager Citgo Petroleum
  • 26. Thank you! Send your comments and suggestions to tmcsween@cs.com Pdf available for download: www.qualitysafetyedge.com