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LPS Leadership
Corporate Separateness Notice
This document was prepared for planning, analysis and discussion purposes onl...
LPS Leadership
 Rex Tillerson Video…..
“Leadership Owns Safety Performance”
“The culture of safety starts with
leadership – because leadership
drives behavior an...
You Cannot Buy a Safety Culture…
”When an organization reaches the point where
everyone owns the system and believes in it...
LPS Milestones
Assessing GREF culture using the four LPS
milestones
 Milestone 1 – Implement LPS
– Train the workforce
 ...
LPS Leadership Fundamentals
 LPS is a leadership development system
– From the senior leader to the front line worker
– E...
The Effective LPS Leader
Leadership
Mentoring
Facilitation
Feedback
Coaching
An effective LPS Leader
develops others throu...
Feedback Fundamentals
 Positive Reinforcement for correct
behaviors increases performance
– Behavior not reinforced fades...
Coaching Fundamentals
 Coaching encourages people to achieve their
maximum potential
– Reinforces what people are doing w...
Effective Coaching
• The most effective and motivational coaching is always
Immediate
• People are most receptive when coa...
Effective Coaching Continued
1. Describe the undesirable behavior – Be
specific
2. Have person explain potential
consequen...
LPS Leadership - Coaching
Case Study #1
 A worker is not performing adequate SPSAs. The
worker always provides the same r...
Is Mentoring Important?
Mentoring Fundamentals
 The goal of mentoring is to make the mentee
more self-reliant and successful by:
– Sharing knowle...
"Before you are a leader, success is all about
growing yourself. When you become a leader
success is all about growing oth...
Effective Mentoring
 “Tell” the person what activity they will do
– Explain why it is important
– Communicate performance...
LPS Leadership - Mentoring
Case Study #1
 You are a manager with 4 supervisors that report to you.
Two of the supervisors...
LPS Leadership
REFRESHMENT BREAK
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Teamwork and Communication: The LEPS Project Benefits Both Students and Seniors

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An ongoing 7-year partnership between the University of Saskatchewan and LutherCare Communities provides an opportunity for health professions students in the “Longitudinal Elderly Person Shadowing (LEPS) Project” to learn with, from and about their senior partners through a series of social events and structured small group visits. Participating students learn about health issues associated with aging, gain an appreciation for events that have shaped their senior partners’ lives, examine their own attitudes towards older adults and aging, and experience the benefits and challenges of working in interprofessional teams, while participating seniors enjoy sharing their wealth of knowledge and experience with the students whom they find to be professional and full of vitality.

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Teamwork and Communication: The LEPS Project Benefits Both Students and Seniors

  1. 1. LPS Leadership Corporate Separateness Notice This document was prepared for planning, analysis and discussion purposes only. The final decision regarding any plans contained herein cannot be made until relevant management has reviewed and approved or endorsed such plans. Nothing contained herein is intended to override the corporate separateness of affiliated companies. Working relationships discussed in this material do not necessarily represent a reporting connection, but may reflect a functional guidance, stewardship, or service relationship. Where shareholder consideration of a local entity matter is contemplated by this material, responsibility for action remains with the local entity. References to “ExxonMobil,” “EM,” “Global Real Estate & Facilities,” “GREF,” “RE,” “Facilities,” “RE/F,” “EMES,” “GRE,” “we,” and “our,” and references to countries and other geographic areas are used for convenience and may refer to one or more of Exxon Mobil Corporation and its affiliates. All actions contemplated herein are subject to observance of corporate separateness principles and other requirements of applicable laws and contractual arrangements. Competitor data is based on public sources. Calgary March 12, 2014
  2. 2. LPS Leadership  Rex Tillerson Video…..
  3. 3. “Leadership Owns Safety Performance” “The culture of safety starts with leadership – because leadership drives behavior and behavior drives culture.” Rex Tillerson, Chairman and CEO of ExxonMobil Corporation, Statement to the National Commission on the BP Deepwater Oil Spill and Offshore Drilling November 9, 2010 Ultimately, our leadership will determine our safety performance
  4. 4. You Cannot Buy a Safety Culture… ”When an organization reaches the point where everyone owns the system and believes in it, only then at that point, the culture of safety and operational integrity has been established that can be sustained — when it enters the hearts and minds of the people of the organization and becomes a very part of who we are.” “You cannot buy a culture of safety off the shelf—you have to craft it yourself.”
  5. 5. LPS Milestones Assessing GREF culture using the four LPS milestones  Milestone 1 – Implement LPS – Train the workforce  Milestone 2 – Just do it – Use the tools  Milestone 3 - Improve quality through stewardship and accountability – LPS starts at the top and works it way down  Milestone 4 – Full integration – Critical part of daily business activities
  6. 6. LPS Leadership Fundamentals  LPS is a leadership development system – From the senior leader to the front line worker – Everyone participates and takes full ownership for results  LPS is designed to change an organization’s safety culture through effective LPS stewardship – Requires committed and engaged leaders  Stewardship in it’s simplest form is face to face (F2F) conversations to promote proper tool use and quality – Behavior is best molded and shaped through face to face conversations Front Line Worker Supervisors First Line Managers Middle Managers Senior Managers
  7. 7. The Effective LPS Leader Leadership Mentoring Facilitation Feedback Coaching An effective LPS Leader develops others through:  Feedback  Coaching  Mentoring  Facilitation
  8. 8. Feedback Fundamentals  Positive Reinforcement for correct behaviors increases performance – Behavior not reinforced fades away  Should be face to face (F2F)  Everyone has a strong desire for feedback  It is estimated that 50% of performance issues occur because of lack of feedback  Never overlook a safety infraction not matter how small  Frequent, respectful, and open communication is key Specific Observation Effective Feedback Increased Motivation Improved Performance
  9. 9. Coaching Fundamentals  Coaching encourages people to achieve their maximum potential – Reinforces what people are doing well – Transforms undesirable behavior  Coaching maximizes performance – Motivates people to increase their performance by 40% or more  Appeals to feelings and attitudes is more motivational than appeals to only reason  Coaching allows opportunities for leaders to get to know and understand what motivates their people Performance 20% Peak Performance 40% Productivity/ Determined by Motivation 40% Necessary to keep job
  10. 10. Effective Coaching • The most effective and motivational coaching is always Immediate • People are most receptive when coaching immediately follows an event that warrants recognition or correction • Be Specific • State exactly what the person did well or needs to be improved • Make it Interactive • Coaching should be a discussion, the person being coached should do the majority of the talking • Use open ended questions to encourage participation Use Active Listening techniques, it will provided valuable insight in how this person thinks and what is motivating the behavior
  11. 11. Effective Coaching Continued 1. Describe the undesirable behavior – Be specific 2. Have person explain potential consequences of behavior a) Ask “What could go wrong?” and “What is the worst thing that could happen?” b) Make it personal. How does this affect health, family and career? 3. Discuss and agree on “acceptable” behavior 4. Ask person for commitment to behavior change 5. End discussion on positive note
  12. 12. LPS Leadership - Coaching Case Study #1  A worker is not performing adequate SPSAs. The worker always provides the same response or shares a poor quality SPSA. Describe how you would coach this worker. Case Study #2  A worker was involved in a serious line of fire near loss where they were almost struck by a overhead load. The worker wasn’t paying attention and entered a flagged off area. However, the worker did report this incident to the supervisor immediately. Describe how you would coach this worker.
  13. 13. Is Mentoring Important?
  14. 14. Mentoring Fundamentals  The goal of mentoring is to make the mentee more self-reliant and successful by: – Sharing knowledge, wisdom and experience – Hands on instruction to enhance ability and motivation  Mentors who role model desired behaviors send a strong and long lasting example of expected performance Actions of leaders are among the most powerful motivational forces available
  15. 15. "Before you are a leader, success is all about growing yourself. When you become a leader success is all about growing others.” Jack Welch What is a Great Mentor? GOOD MENTORS GREAT MENTORS Tells the person what to do Helps the person realize strengths and potential Gives direction Facilitates the development of abilities Explains what a leader is Walks the talk – is a visible leader
  16. 16. Effective Mentoring  “Tell” the person what activity they will do – Explain why it is important – Communicate performance expectations – Share hints/best practices on how to do the activity well  “Show” the person how to do it well – Demonstrate the activity or skill, showing each critical step – Make sure the process is followed completely  Let the person “Do” the activity while you observe – Have the person do each step – Offer positive and constructive feedback – Ensure each step of the activity is mastered TELL SHOW DO
  17. 17. LPS Leadership - Mentoring Case Study #1  You are a manager with 4 supervisors that report to you. Two of the supervisors do very poor quality LPOs, especially with root cause analysis and LPO feedback sessions. What would you do as a mentor to improve the LPO process? Case Study #2  During an LPS field assessment it was identified that quality SPSAs were not being performed and that the supervisors were not asking on a regular basis. What would you do as the mentor to improve SPSA quality?
  18. 18. LPS Leadership REFRESHMENT BREAK

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