Moving to the right side of safety is a journey; living a true culture of safety our goal. Sometimes it may feel like hiking up Everest without preparation; however, it doesn't have to be. Join us to explore this journey and inspire a passion for safety.
Moneyball of Leadership: Predictors of High Performance | Next Jump Leadershi...Next Jump
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Charlie Kim and Meghan Messenger, Co-CEOs of Next Jump, in a two-part keynote for Next Jump Leadership Academy, April 19-21, 2017.
Slides 1-30 "Coaching Your Organization" by Charlie Kim. https://www.youtube.com/watch?v=OH89weEyDGg
Slides 32-55 "Coaching Yourself" by Meghan Messenger. https://www.youtube.com/watch?v=2oH_fSaAaEY
Inside Netflix: The Company Culture That Created a $37B BusinessPeopleSpark
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Today Netflix is worth $37B and growing. But when the company was started back in 1997, founder Reed Hastings knew he wanted to create a company culture that brought in (and rewarded) the best people for doing great work.
To understand the inner workings of the Netflix culture, we have to look beyond the headlines, the share price and the hype and understand what makes the culture tick - without the day-to-day involvement of the founder.
Today we'll look at the 10 most critical take aways from everything that's ever been written about the Netflix company culture. If you want happier, more fulfilled employees then pay close attention.
Moneyball of Leadership: Predictors of High Performance | Next Jump Leadershi...Next Jump
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Charlie Kim and Meghan Messenger, Co-CEOs of Next Jump, in a two-part keynote for Next Jump Leadership Academy, April 19-21, 2017.
Slides 1-30 "Coaching Your Organization" by Charlie Kim. https://www.youtube.com/watch?v=OH89weEyDGg
Slides 32-55 "Coaching Yourself" by Meghan Messenger. https://www.youtube.com/watch?v=2oH_fSaAaEY
Inside Netflix: The Company Culture That Created a $37B BusinessPeopleSpark
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Today Netflix is worth $37B and growing. But when the company was started back in 1997, founder Reed Hastings knew he wanted to create a company culture that brought in (and rewarded) the best people for doing great work.
To understand the inner workings of the Netflix culture, we have to look beyond the headlines, the share price and the hype and understand what makes the culture tick - without the day-to-day involvement of the founder.
Today we'll look at the 10 most critical take aways from everything that's ever been written about the Netflix company culture. If you want happier, more fulfilled employees then pay close attention.
Want insights on how to build a great corporate culture? Charlie Kim shares Next Jump's 2014 Culture Deck. As a teaching organization, we look to share our best practices and help other organizations learn from our experience and mistakes. We've found that teaching is the highest standard to hold yourself to- as you teach you learn even more about yourself while also helping others. At the core of the deck Charlie discusses our approach to culture: BETTER ME + BETTER YOU = BETTER US
ATTOLLO Culture Deck - Creating the future together. ATTOLLO
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ATTOLLO's culture is in all that we do â our interactions, our relationships, what we expect from our company and what the company expects from us. Cementing this our culture deck and helps to keep us on track. #ateam #attollo #culture #culturedeck
Succeeding with the Messy Work of ChangeLisa Trager
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IDW 2017 presentation by Lisa L. Trager.
Bringing about change in any organization can be complicated and often comes down to âchange management.â The impact that digital transformation has on every level of an organization requires the ability to show not only the benefits of the new direction, but also ways to engage, entrust, and help those who will be impacted with the ability to envision themselves as part of the change coming.
Our culture is the summary of who we are at meploy & what we value. It make us understand how we work together & treat each other.
This deck is our second edition and will be revised & updated during 2020.
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
Want insights on how to build a great corporate culture? Charlie Kim shares Next Jump's 2014 Culture Deck. As a teaching organization, we look to share our best practices and help other organizations learn from our experience and mistakes. We've found that teaching is the highest standard to hold yourself to- as you teach you learn even more about yourself while also helping others. At the core of the deck Charlie discusses our approach to culture: BETTER ME + BETTER YOU = BETTER US
ATTOLLO Culture Deck - Creating the future together. ATTOLLO
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ATTOLLO's culture is in all that we do â our interactions, our relationships, what we expect from our company and what the company expects from us. Cementing this our culture deck and helps to keep us on track. #ateam #attollo #culture #culturedeck
Succeeding with the Messy Work of ChangeLisa Trager
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IDW 2017 presentation by Lisa L. Trager.
Bringing about change in any organization can be complicated and often comes down to âchange management.â The impact that digital transformation has on every level of an organization requires the ability to show not only the benefits of the new direction, but also ways to engage, entrust, and help those who will be impacted with the ability to envision themselves as part of the change coming.
Our culture is the summary of who we are at meploy & what we value. It make us understand how we work together & treat each other.
This deck is our second edition and will be revised & updated during 2020.
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
As a fundraising and marketing company helping nonprofit organizations, Faircom New York knows the value of charitable thought and action. This value is confirmed by science, as well, which has documented its benefits to the giver on a personal level, such as making them a happier person.
The Ultimate Platform Hotness Smackdown: Twitter, Facebook, iPhone, the Native Web / Search (Dave McClure, David Cohen, Jeff Clavier, Howard Lindzon, Ryan McIntyre -- Startup2Startup Boulder @ TechStars, June 2009)
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
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A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
SYSTEMS ORIENTED LEADERSHIP - 16 Crucial Skills for Leaders who put the Syste...AbuSyeedRaihan
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When we look at the current status of leadership on our planet, we hear, all over the world, a cry for a different type of leadership.
People are searching for a type of
leadership that moves away from a control-based paradigm and
focuses on solutions for todayâs problems, and has a forward-thinking passion for mankindâs evolution.
Together, we can thrive in change. This presentation is about considerations needed to fully embrace change in todayâs business environment.
Changes are constant. We cannot reflect it, nor can we ignore it. It is an essential part of our business. The starting point is developing consciousness of what is going on.
In business, how often do you hear about the need for engagement, ownership, autonomy, empowerment, culture and change ... but fail to hear any details about 'how' to improve them?
Duxinaroe are delighted to share an aide memoir we provide as an extension to our leadership, Lean and H&S training and consulting activities.
This short, simple and incisive tool will add value when considered and used as presented. Additionally, once understood with more depth, it can become a powerful transformation tool, enabling Culture change and dramatically increasing your organisations potential to improve performance sustainably.
Presented at Agile Indy. September 10, 2014
Organizations around the world are introducing Agile values and principles to improve the culture of their workforce and their responsiveness in an ever-demanding marketplace. Many, even after spending for outside experts and coaches, are not achieving the results promised. Based on the book âBecoming a Catalyst: Scrum Master Edition,â this presentation will introduce the importance of finding people in the organization to accelerate sustainable and meaningful change from the inside-out.
During this session, we will cover:
⢠Why we need to encourage, coach, promote, and reward âcatalystsâ â people brave enough to resist the status quo and accelerate the change to greater agility and responsiveness.
⢠What characteristics should we promote, develop and coach with our catalysts. Weâll focus on the Scrum Master but cover other roles as well.
⢠How to use everyday interactions and ceremonies to accelerate culture change.
⢠How to use a âvalues and principlesâ approach to coaching leaders in an Agile environment so they can become catalysts in our new culture.
⢠How do we keep our catalysts healthy while tackling daunting systemic dysfunction and releasing organizational âscar tissueâ.
Book summary - Perspectives on agility - Hrishikesh KarekarHrishikesh Karekar
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Based on insights from years of agile coaching and leading large agile transformations, Perspectives on agility provides a point of view on some of the crucial aspects that leaders, coaches, and agile practitioners need to focus on in their journey for business agility.
NOSAâs very own Head of Innovation, Dr Deonie Botha, deliberated the fact that the business environment is complex in nature and that organisations need to function like complex adaptive systems to be robust and ensure long-term sustainability. ISO 45001 emphasises a multitude of technical and non-technical factors, which organisations need to manage in order to ensure compliance. However, Deonie also highlighted how it will also serve as a tool to assist organisations in being robust and ensuring sustainability.
In one of the hottest topics in current health and safety trends, George Coetzee outlined the methodology to follow when using bowtie risk analysis, and the practical application of âbarrierâ thinking to understand the complexity of how material unwanted events (MUEs) materialise and how to determine pathway vulnerability. The methodology also described a systematic approach to develop an effective critical control framework to prevent MUEs from materialising.
Were you aware that at least 3.5 million South Africans have been diagnosed with diabetes? About 200 million people worldwide have metabolic syndrome (diabetes, insulin resistance, high blood pressure, obesity, and high cholesterol). Dr Arien Van der Merwe shared important information on how to screen for, diagnose and manage this prevalent health challenge.
Dr Eugene Kemp rethinks HSE leadership within the current global context and helps you understand the unique challenges the next decade is likely to present. Attendees had the opportunity to understand current trends and equip themselves with the resilience skills to bounce back from disruption â and initiate innovation.
Johann Havenga: Wearable Technology in Support of Health, Wellness and WellbeingSAMTRAC International
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We see an increased focus on health, wellness and wellbeing (HWW) as core drivers of human safety. Through âwearable technologyâ it is possible to track and monitor a range of human conditions in real time, and through integration with e-Health and ERP systems we can show the link between issues, such as fatigue and performance, record injuries and move from the reactive to the proactive prevention of incidents.
John Drebinger and Sandie Gilbert: Discover the Magic of Helping People Work ...SAMTRAC International
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When everyone takes leadership seriously, and responsibility for their safety and the safety of others, injuries vanish. In the most unique, entertaining and educational presentation you have experienced, John Drebinger and facilitator Sandie Gilbert use humour and magic to show you how to motivate employees to watch out for one another.
Bertus Van Niekerk: Unlocking the True Potential of Integrated Occupational H...SAMTRAC International
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This presentation argues that the value of occupational health and safety, and corporate wellness programmes, can be increased exponentially through an integrated information system. This is accomplished by integrating data collected from a host of standalone safety technologies with an electronic health record, corporate wellness and ERP systems.
How do we instil a personal sense of agency within employees, regarding their impact on safety issues? Discover the power of psychology in the workplace, as well as its impact on at-risk and safe behaviours. Determine why it is important to understand how workersâ mind set is moulded to act in a certain way, what the drivers are and how these can be managed.
Dr Candice Christie: Putting the Worker at the Centre of the 'Man-Machine' In...SAMTRAC International
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This presentation explores the diverse health of the South African working population, and how health affects workersâ performance. Health that is influenced by both factors outside of the work environment and factors intrinsic to the work setting will be discussed. The paper further highlights the important of workplace wellness programmes and how these can be used within an ergonomics framework to promote health and wellbeing in the workplace.
How do we get our people âswitched onâ and vigilant when it comes to safety? Safety professionals will be far more effective when they understand what drives human behaviour. Knowing how to lead with the brain will catapult leadersâ ability in creating a resilient safety culture.
Oliver Laloux's The 'One Approach' - Integrating Risk Management, Governance ...SAMTRAC International
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Across most industries, governance, compliance and risk management, health and safety management, environmental management, and other related disciplines have been dealt with in silos, without little or no integration. This approach will be discussed during this presentation along with possible solutions.
Dr Japie Lubbe: Managing Worker Fitness and the Economic Benefit ThereofSAMTRAC International
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We have heard this over and over: âYour human capital is your greatest assetâ, but how do we manage our greatest asset to deliver peak performance and be happy? This paper will present findings on how an investment in the health and safety of workers could return an economic benefit.
Sustainability Risk Management from Space by Teresa Steele Schober & Laura Ma...SAMTRAC International
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Due-diligence processes require acquisition and comprehension of accurate data, covering large areas to inform the risks of the transaction, usually under significant time constraints. Communication of the findings must also be succinct. We discuss how satellite imagery and bow-tie analyses help achieve these objectives.
Human Factors in a Safety Management System - Breaking the ChainSAMTRAC International
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A safety management system (SMS) goes beyond the health and safety concerns usually associated with the mining or building and construction disciplines. Ever thought about the aerospace and defence industries? Werner Schierschmidt's presentation includes understanding the human factors and cultural growth that need to occur within any industry wanting to implement a successful SMS.
The Human Factor Framework for Managing Risk in Extractive and High Risk Indu...SAMTRAC International
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Leigh McMaster highlights how people are continuously exposed to risk in an ever-changing and dynamic work environment. Managers therefore need to be equipped with the right tools and skills in managing the various human factors and change within their organisations. The presentation seeks to communicate some tangible solutions on change management within the human factor framework.
This paper focuses on setting a frame of reference with regard to the real scientific basis of real safety hazards and the hazards that contribute to safety risk.
Discover five reasons people need to watch out for the safety of others, and why people fail to intervene when they see unsafe behaviour or conditions.
In this 2015 presentation, the focus is placed firmly on the concept of product stewardship and the advantages to organisations who pursue product stewardship certification.
Accident Investigations - Blame and Shame or Listen and Learn? SAMTRAC International
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Are all accidents preventable? Steve Woodward walks NOSHCON 2015 attendees through the seven delusions under which safety officials function, and challenges outdated, unsafe habits.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion âCompetition and Regulation in Professions and Occupationsâ held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the authorâs consent.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
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Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
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f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
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UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
2. My name is Nuala Gage and I have the pleasure of working with Intertek in the
Performance Safety and Environment Solutions group. We assist clients to find and
implement solutions to performance and safety problems. We are in the business of
helping people to create change.
Change is a constant we are all guaranteed and the journey of moving our organisations
to the right side of safety is a dynamic, ever changing and never ending expedition. At
times it may feel like the daunting task of climbing Mount Everest. However, it does not
have to be. So how do we move our teams along the journey to the right side of safety?
All journeys have a beginning, a spark that sets us in a direction, often something that
changes the way we view the world forever.
Iâd like to share a story with you, the spark that set me on my journey and that has
inspired a passion to keep asking, how can we keep ourselves and others safe?
2
3. Sharing your real life stories is a great way to help to help others understand your
passion for safety and why you do what you do. My story is about an experience when I
was 9 years old and how my siblings and I watched a close family friend die in a car
accident as a result of not wearing his seatbelt. What is important about story telling is
that you tell your own story, not a second hand one.
3
4. A great way to get people to share why safety is close to their heart is to ask them to
start with âI learnt an important lesson about safety whenâŚâ
This is often an emotional experience and if you do this with your teams I suggest that
you allow people to think about their story alone for 5 minutes and then share it with 1
other person, only then ask if anyone would like to share with the rest of the group. You
canât force people to share intimate moments that have shaped them, it needs to come
voluntarily from the heart.
It is not always easy to share our stories, however the benefits are great.
Especially when working with people who do not understand why processes and
regulations have been put in place, after all, they are the lucky ones who have
not had to experience an incident. As safety leaders, it is up to us to help others
understand the greater impact and possible far reaching effects of our choices.
We need to innovative methods to integrate safety interventions in ways that
encourage learning and change.
4
5. Learning and safety have been very close to my heart from a young age and it
wasnât until I started working with Intertek that those two passions truly collided.
Where I could combine my knowledge and passion about helping people learn
and be the best they can be while influencing them to make safer choices in
everything they do.
We work with organisations and their people to holistically focus on safe
operations and performance (in short SOP). The SOP framework, a set of
behavioural indicators, and the SOP database and coaching tools provide a way
of integrating different parts of change interventions as well as providing
quantitative measurements for evaluation of those interventions.
Think about what it would mean for you to measure behaviour in the workplace,
and intervene effectively? How would it feel to have a workplace where
communication is strong? What would a great culture of safety look like for you?
And, how do you measure that? These are some of the questions we ask when
considering where organisations are on their journey to the right side of safety.
5
7. We can learn so much from history and the way humans have evolved, and
sometimes when we look at where we have come from we realise that we
havenât changed that much. Often we do the same things, just in a different way.
Letâs think about problem solving and how we find solutions. Weâll use hunters
and gatherers as an example.
When tribes / families were hungry, they knew that the hunter would rise to the
challenge, he would pick up his spear, his bow and arrow, gather a hunting party,
understand his goal (to feed the hungry people), he would set his eye on a target
and go in for the kill. When he returned there was much celebration and a feast.
The hunter was very satisfied, the people had been fed, the problem has been
solved⌠for today⌠it is not long before the hunter was called on, because the
people were hungry again, the satisfaction did not last for long before the same
or a similar problem reoccurred.
That is one example of problem solving, we have a problem, we find the
immediate solution and we act on it.
If hunting was the only way for the tribe to survive, think about the potential
problems.
Gatherers plan ahead for when crops cannot be sown, because they know that
winter is coming. When the hunters come back with their prize, the gathers keep
some meat aside to dry and cure for times when a hunt is not a success, they dry
corn to grind and use in leaner times. They dry medicinal herbs to sustain the
tribe when those plants will not be in season. The gatherers have an indaba to
7
8. discuss the impact on the tribe as a whole and how to make contingency plans,
for tomorrow, the next season, the next year. Gatherers pay attention to changes
in their environment, because the slightest change in the environment could
mean a lack of resources, a dangerous storm, a negative impact. Their approach is
big picture, helicopter view and about long term solutions and longevity.
What does this have to do with systems?
If we think about the hunter, his approach is very linear. There is a problem â
hunger â we have a successful hunt â problem solved. It is however a short term,
knee jerk reaction; it only solves the immediate problem.
When we look at the gatherers, they operate in systems and consider how a
change in one system impacts on other systems which in turn impacts their
success and longevity. They look at long term holistic solutions.
Can hunters and gatherers survive independently? Very unlikely, there will be far
greater success if everyone involved understands not only the short term
solutions but looks at the bigger picture for sustainability.
7
9. Safety management models have evolved from linear approaches.
For example an accident leads to the realisation that workers need to wear
protective goggles to protect their eyes. Every worker is immediately issued with
protective goggles and this is viewed as the solution. This, again, is a quick knee-
jerk reaction. Itâs a Band Aid solution.
This is a linear thinking approach. It doesnât take into account âthe bigger pictureâ
realities about how the protective goggles will impact on the worker, production
etc. It doesnât take into account workers who wear prescription glasses. It
doesnât take into account behaviour; what happens if workers forget to bring
their goggles to this work task?
If this problem was looked at from a systems approach, we would be asking what
sorts of things might be discussed and planned for before protective equipment
is issued to all workers?
How could a systems approach lead to a better solution?
8
10. Workplaces are complex: they comprise many internal systems and they are
part of many wider communities, global systems. Each of these systems are
dynamic, they are not static, they continually change.
9
11. One way of looking at the work environment and workplace culture is how
people, jobs and the organisation interact.
10
12. A safety management system has information from a number of sources.
It is easier to manage a team when each person in the team is aware of the
âwhole processâ and understands the roles and functions of other team members
and how they impact each other. If people feel part of the âwhole processâ it can
improve communication, make project management easier, reduce duplication of
effort and so on.
11
14. For years clients had been giving us feedback that they liked what we were doing
because our interventions were leading to the changes they desired. However,
they often asked âHow can we measure it? How do we convince senior
management that your work is having the desired results?â
In 2008 the OECD (Organisation of Economic Cooperation and Development)
released a paper which was the result of 25 years of research.
The OECD looked at organizations that performed well in HSE lag indicators in
very high risk environments, and compared their behaviours and actions to
organizations that were not performing so well.
13
15. We believe that productive and safe work places are dependent on people
knowing; understanding and having the confidence to work within their
organizationâs visions and systems, and these are represented by the 5 primary
parts of the SOP framework.
We have developed a comprehensive list of behavioural indicators for each of the
5 workplace systems. These can be used in front end analysis with clients to help
pinpoint areas of weak performance, take a temperature check to see where
organisations are on their journey to the right side of safety, they can be used to
measure before and after results of learning programs and they can be used as
part of onsite observation and coaching programs.
Our innovative services are designed around a continuous quality improvement
process to ensure that all issues relating to how people perform work are
considered.
We assist clients to:
⢠Manage risk
⢠Inspire and develop their people
⢠Grow and sustain their business
Letâs now have a closer look at the SOP framework. The 5 parts represented in
the SOP logo are called primary indicators â People. Culture, Processes, Delivery
and Sustainability.
All of these need to be operating effectively in order to create a culture of safety.
Each impacts the other and it is important as a business to take a high level
14
22. There are many behavioural indicators under each of the secondary indicators.
We are going to look at 2 examples.
These can be used during the consultancy stage to help pinpoint performance
issues and âsafety hotspotsâ. They provide a great tool for measurement before
and after our interventions. For example: before, during and after workshops; for
specific onsite competency assessment; and for making observations and
creating onsite coaching plans. The behavioural indicators are selected according
to our clientâs needs and the type of change intervention we are implementing.
The SOP database tool and coaching program can be customized to track
behavioural change. Behavioural indicators are selected with the client, and then
the SOP database tool is set up so that Intertek Coaches can input the
behavioural observations. The SOP database tool allows you to track and produce
reports about the observations over a period of time. It helps you to identify
behaviour patterns of work teams and/or work sites.
20
24. Within this framework of safe operations and performance there are various
ways of positively impacting areas of weakness that have been highlighted in an
organisation. We will look at some of the influences on the people and culture
aspects of safe operations and performance. We want to influence people to
make safe choices because they choose to, not because someone (often the
safety person) is watching!
22
25. It is estimated that 96% of incidents and accidents in high hazard industry are
caused by at-risk behaviours and a mere 4% are through unsafe conditions.
According to a report from âAlert Drivingâ human error accounts for 90% of road
accidents. Knowing this as safety leadersâ leaves us with no doubt that the
greatest impact we can make in reducing incidents and accidents lies with
influencing and impacting people.
Effectively influencing those we interact with as safety leader is a skill. I
specifically chose the word interact as opposed to work with, because, as safety
leaders we have opportunities to influence everyone we are in contact with, both
in and outside of work.
23
26. Sustainable behavioural change requires moving people from what they know
and rationally understand in their heads, to what they believe in their hearts, to
what they do â their actions and choices.
There are different ways of influencing people to move to the right side of safety;
sometimes sharing a story is enough to make people think. Unfortunately, not
every time.
As safety leaders, we have to find other ways of influencing people because often
when we force an opinion or way of doing something on someone we are met
with anger and resistance. How else then do we influence others to move to the
right side of safety? How do we find ways to bring the possible negative impacts
close to the heart, to expand thoughts from the immediate short term
satisfaction to the long term consequences and expansive ripple effect?
24
27. Think of someone you love when you watch this short video.
Using available resources is a great way of influencing those around us.
As safety leaders we need to find what is right for the individual.
25
28. Letâs consider one of the seemingly simplest yet most difficult influences a safety
leader has⌠rapport and communication! So often termed âsoft skillsâ, yet they
are often the hardest skills to get right. We underestimate the value in having
simple safety conversations, asking the right questions to get people thinking
further than the short term satisfaction of at-risk behaviours.
Rapport plays a large role in being viewed as a safety leader people believe in
and trust â we know when someone is just paying lip service. When you know
where someoneâs heart lays you can have far more impactful conversations that
move them to the right side of safety.
Of course if there is imminent danger we are going to stop the job and have the
conversation afterwards!
26
29. The ripple effect of an at-risk behaviour can have very far reaching effects. As
safety leaders we can work through conversations that help those we influence
to think further than the immediate satisfaction of an at-risk behaviour.
27
30. Safety leadership is primarily about people. We need the right systems,
processes, procedures and equipment. However, none of those keep us safe if
our people are not making the right choices. Safety is not about the latest and
greatest gadget or app. Bells and whistles may be nice but the most effective
impact we can have is how we communicate and influence those around us. We
are responsible for developing our leaders to have effective leadership skills. The
wonderful thing about a skill is that it can be learnt, and even if you donât get it
right all the time, it is about keeping on one day at a time.
28
32. Does that mean we need to start from scratch and change everything? Not at all!
When Intertek works with organisations, we look at how we can work with what
you already have in place, how effective are the organisations current systems or
processes and what can be done to rejuvenate them to create an impact on your
culture of safety.
We work with your people, and processes to positively impact delivery, ensure
sustainability whilst guiding your organisations culture of safety to the right side
of safety.
Whether you are an identified leader or not, every one of us in this room have all
been given the invitation to help someone get to the right side of safety and to
move along the path to making safer choices. The question is: Are you going to
accept the invitation?
If you are going to accept the invitation, we, at Intertek, are here to assist.
30