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Crucial Skills Exec Brief

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The RAD Group Dir. of Operations describes how to accelerate Safety Performance by creating a culture of accountability.

The RAD Group Dir. of Operations describes how to accelerate Safety Performance by creating a culture of accountability.


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  • 1300 industrial workers (including O/G) interviewed 1 on 1 Used words like: “holding their breath,” “feeling tortured as they watched,” and “not able to watch” as their co-workers put themselves and others in danger All about behaviors. Based on Behavioral Science All human behaviors are learned and can be unlearned How to hold them accountable to the behaviors you want It’s the blocking and tackling
  • 1300 industrial workers (including O/G) interviewed 1 on 1 Used words like: “holding their breath,” “feeling tortured as they watched,” and “not able to watch” as their co-workers put themselves and others in danger All about behaviors. Based on Behavioral Science All human behaviors are learned and can be unlearned How to hold them accountable to the behaviors you want It’s the blocking and tackling
  • 1300 industrial workers (including O/G) interviewed 1 on 1 Used words like: “holding their breath,” “feeling tortured as they watched,” and “not able to watch” as their co-workers put themselves and others in danger All about behaviors. Based on Behavioral Science All human behaviors are learned and can be unlearned How to hold them accountable to the behaviors you want It’s the blocking and tackling
  • 1300 industrial workers (including O/G) interviewed 1 on 1 Used words like: “holding their breath,” “feeling tortured as they watched,” and “not able to watch” as their co-workers put themselves and others in danger All about behaviors. Based on Behavioral Science All human behaviors are learned and can be unlearned How to hold them accountable to the behaviors you want It’s the blocking and tackling
  • How many of you tell your employees they can shut down any job? How many of you feel like your people would shut down the job if an unsafe condition existed
  • Transcript

    • 1.
      • Crucial Skills
      • for Safety
    • 2. Can We Reach 0 TRIR? We will strive to reach perfection, and along the way we will attain excellence
    • 3. How is this different? Why Choose Crucial Confrontations for Safety?
      • Skills vs. Theory
      • Not “just another safety program”
      • The operating system that makes all other programs work as intended
      • Real world safety scenarios to drive new skills
    • 4. Impact of HSE on Organization Accountability is Everything
      • Can HSE Training Positively Impact:
        • Productivity
        • Quality
        • Morale
        • Cost Effectiveness
        • Performance Reviews
        • Career Path Advancement
    • 5.
      • 5 Accidents Waiting To Happen:
          • I do what it takes. These are rush jobs that seem to
          • justify short cuts.
          • I can do it. These are demands that push a person
          • beyond their skill level.
          • Just this once. These are special cases that seem to
          • allow exceptions to safe practices.
          • This is overboard. These are extra precautions that
          • are seen as excessive.
          • I’m a team player. These are threats that people
          • accept as a part of their job.
      Why BBS? VitalSmarts Safety Study
    • 6.
          • 93% work with somebody that creates one of
          • these “accidents waiting to happen”
          • 46% are aware of an injury or death that resulted
          • from one of these five “accidents waiting to
          • happen”
          • 74% feel unable to speak up about the “accidents
          • waiting to happen”
      Why BBS?
          • Safety Study (cont’d)
    • 7. Accountability Skills
    • 8. Accountability Skills
      • What is a Crucial Confrontation?
      • A face-to-face accountability discussion.
      • How do people tend to handle these conversations?
        • Most people either:
          • Avoid the discussion (silence), or
          • Handle it too aggressively (violence).
        • “ The Best” enter into dialogue with the person they are confronting and use very specific skills to influence them.
    • 9. What “The Best” Do
      • Know When to Speak Up
    • 10. What “The Best” Do
      • Know When to Speak Up
      • Pick the Right Problem (CPR)
        • Content
        • Pattern
        • Relationship
    • 11. What “The Best” Do
      • Know When to Speak Up
      • Pick the Right Problem
      • Take Charge of Emotions
    • 12. What “The Best” Do
      • Know When to Speak Up
      • Pick the Right Problem
      • Take Charge of Emotions
      • Avoid the Fundamental Attribution Error
    • 13. What “The Best” Do Six Sources of Influence
    • 14. What “The Best” Do
      • Know When to Speak Up
      • Pick the Right Problem
      • Take Charge of Emotions
      • Avoid the Fundamental Attribution Error
      • Master the “Hazardous Half Minute”
        • Describe the “Gap”
    • 15. What “The Best” Do
      • Know When to Speak Up
      • Pick the Right Problem
      • Take Charge of Emotions
      • Avoid the Fundamental Attribution Error
      • Master the “Hazardous Half Minute”
      • Motivate without Using Power
        • Explore the “Consequence Bundle”
    • 16. What “The Best” Do
      • Know When to Speak Up
      • Pick the Right Problem
      • Take Charge of Emotions
      • Avoid the Fundamental Attribution Error
      • Master the “Hazardous Half Minute”
      • Motivate without Using Power
      • Enable without Taking Over
    • 17. What “The Best” Do
      • Know When to Speak Up
      • Pick the Right Problem
      • Take Charge of Emotions
      • Avoid the Fundamental Attribution Error
      • Master the “Hazardous Half Minute”
      • Motivate without Using Power
      • Enable without Taking Over
      • Stay on Track
    • 18. Source 1 – Personal Motivation
      • Accountability Skills:
          • Holding others accountable must be a moral imperative
          • People need to take pride in their ability to hold others accountable
    • 19. Source 2 – Personal Ability
      • Accountability Skills:
          • People need the skills required to diagnose and understand the root cause of unsafe acts
          • People need the skills required to explain and involve, rather than threaten and punish
    • 20. Source 3 – Social Motivation
      • Accountability Skills:
          • Social norms must encourage people when they try to hold others accountable
          • Organizational culture needs to expect and demand accountability
    • 21. Source 4 – Social Ability
      • Accountability Skills:
          • People must be able to count on their managers and peers when they try to hold someone accountable
    • 22. Source 5 – Structural Motivation
      • Accountability Skills:
          • Formal review system needs to encourage accountability
    • 23. Source 6 – Structural Ability
      • Accountability Skills:
          • Must be established times, places, forums, and tools that make it easy to hold others accountable
    • 24. Pride International – Program Results
      • Overall Course Evaluation of 9.1 out of 10.
      • 40% Reduction in Employee Turnover.
      • TRIR Improvement
        • 3.51 for the 12-months prior to training
        • 1.57 for the 12-months following training
      • 3 LTA’s prior to training; 0 LTA’s post training
    • 25.
      • Questions?
      • www.theradgroup.com
      • [email_address]