Safety Leadership

SafetyB A S I C’s
Safety Leadership

Everyone, Everywhere, Everyday – HOME SAFELY.
Safety Leadership In The 21st Century
It’s time to build your
Team!!!
If you always do what you have always
done;
You’ll always get what you have always
gotten!!!
Purpose:
This training is designed to help Team
Leaders become “Effective Leaders”.

• Leadership denotes
taking action and
getting results.
• An individual who is capable
of influencing others to work
together to complete a goal
or task.
Leadership Defined

Introduction to Leadership
Being a Supervisor is
highly challenging.
• You need skills in Production, Safety,
Quality, and Human Relations.
• You are the Company in your employees
eyes.
• Team Members respond to strong,
confident Management they can trust!!!
• Its worth your time to “Build your Team”.

Who Is A Leader ?
• A good leader possesses the
following characteristics:
• Must be charismatic, inspirational, respectful,
and stimulating when leading.
• Pursue their destiny vs operational comfort.
• Capable of identifying and assessing the best
talent.
• Finds new ways to motivate themselves and
others.
• Is a source of positive thinking and leads by
example.
• Recognizes that success is not about perfection;
it’s about progress.

Who A Leader Is Not…
• An individual who displays
the following actions is NOT
a leader:
• Complains about management to his/her
subordinates.
• Blames others for their failures.
• Does not share success.
• Has no vision and offers no competitive
edge.
• Accepts failure without trying to solve
any issue.
• Unwilling to learn or does not seek self
improvement.

Leadership Is…
• A new way of being and
thinking by:
• Clearly stating your vision.
• Explaining your plan for your vision.
• Instilling confidence and optimism in
those you lead.
• Setting the example.
• Guidance by presence.

Types Of Leadership
• There are three basic types of
leadership:
• Authoritarian: Leads by
implementing and/or making all
decisions.
• Democratic: Leads by allowing
groups/employees to vote on a
decisions.
• Free Rein: Leads by allowing
groups/employee do what they
interpret is the correct decision.
• An experienced leader is capable of
utilizing all three in the correct
situations.

Motivating Employees
• There are four basic
ways to motivate your
employees.
1. Recognition
2. Expectation
3. Trust
4. Rewards

• Recognitions:
• Team members that receive
positive reinforcement feel good
about themselves and contribute
more. They do not want to let you
down.
• Team members who only get
negative feed-back will think they
can’t do anything right and
eventually give up trying or quit.

• Expectations:
• People perform to the level of
their Supervisor’s
expectations.
• If you expect nothing from
them; that is what you’ll
receive.
• Expectations must be realistic
and within reason.

• Trust:
• Trust is the highest form of
human motivation. It can bring
the very best in people.
• Communication will be
affected if a Supervisor and
his/her employees do not trust
each other.

• Rewards:
• The way companies reward team members
(intentionally or unintentionally) will always be
motivating team members in some direction.
• Applaud recent successes in a General Safety
Meeting.
• Shake their hand in front of a group.
• Small recognitions can go a long way. Buy an
employee or crew lunch for finishing an
important task early.

Communicating with Employees
• Effective Communication
• It’s no secret that the most
productive Companies and
Supervisors do the best job
communicating.
• Not communicating with your
employees creates confusion, lack
of interest, concern, respect and
appreciation - whether you
intended it or not.

• Feedback is Necessary
• Team members often view changes as
unwanted or predicting to be
unsuccessful.
• When negative feedback is excessive
the result is not modification of
response – but total inhibition of
response.
• Your action must speak louder than
words so get control of the situation
immediately.
Communicating with Employees

Irritating Communication Skills
1. Constantly interrupts me when I talk.
2. Will not look at me when I talk.
3. Finishes my sentences for me.
4. Does something else while I’m
talking.
5. Frequently looks at the watch or
clock.
6. Shows signs of boredom such as
yawning.
7. Is easily distracted
8. Answers phone and allows others to
interrupt.
9. Dominates the conversation.
10. Everything I say is a reminder for
something else.
11. Gives no solid advice or suggestions.
12. Often ask me to repeat the question.
13. Always minimizes my concerns.
14. Has a blank stare while I’m talking.

Understanding Communication
How employees react to communication.
55%
Non-Verbal
38%
Tone
7%
Words

Three Levels Of Communication
• People communicate in
three ways.
1. Parent – Do it my way.
2. Child – I forgot. I didn’t mean to
do it wrong.
3. Adult – We’re having a problem
here. Let’s discuss how to fix it.
Talk to everyone the way you want
to be talked to.

Communication Summary
• It’s important to remember
that employees…
• Will forget what you said.
• Will forget what you did.
• Will never forget how you
made them feel!!!

Coaching and Developing
• Tolerance and Mistakes.
• One of managements
shortcomings is its unwillingness
to tolerate errors.
• Remember; it cost money and
takes resources to hire and
replace employees.

The Coaching Process
• Team Members behave in
predicable ways – even
when they are not doing
what is expected of them.
• Most employees do not
intentionally do what’s
wrong on purpose.
• Supervisors need to
identify the problem and
find a solution.

• Find the reason for inappropriate performance
or behavior and your well on your way to
correcting it.
• Step #1: Get agreement that a problem exists.
• Step #2: List and discuss possible solutions to the
problem. Be specific.
• Step #3: Agree on corrective measures.
• Step #4: Follow up
• Step #5: Recognize and reinforce any
improvements.
The Coaching Process

Confronting Conflict
• Explain the situation the
way you see it.
• Emphasize that you are
presenting your perception of
the problem.
• Specific facts are important and
feelings should be discussed if
they have value to the issue.

• Describe how its affecting
performance.
• Keep attention to work related
problems and away from the
personalities involved.
• Present the problem in a way that
can be easily understood and
concentrate on the important issues.

• Ask for their viewpoint and
an explanation for their
actions.
• Before proposing any solution, gather
as much information as possible.
• This confirms that you respect the
other person’s opinion and need their
cooperation.
• Listen carefully and be open minded.

• Agree on the problem
• Summarize the various
viewpoints and state clearly the
problem that you and others
think needs to be solved.
• Once all parties agree on this;
they can easily move on to
developing solutions.

• Explore and discuss possible
solutions.
• In order to ensure shared ownership
of the problem’s resolution, all
participants in the conflict should be
involved in developing solutions.
• The synergy developed may result in
a better solutions than any one
person could have developed alone.

• Set a date for follow up.
• A follow up meeting allows you
to evaluate progress.
• Opportunity for making
adjustments.
• Employees are more likely to
follow through if they know they
will be held accountable for
their commitments.

Constructive Discipline
• The objective of discipline is
to correct misconduct, not to
punish employees.
• Employees usually accept corrective
actions from supervisors they trust
(Perceived as Help).
• Employees usually resist corrective
actions from supervisor they do not
trust (Perceived as Punishment).

• Discipline:
• Employees accept discipline while performing
everyday task.
• Show up to work on time.
• Limit a lunch to 30 minutes.
• Punishment:
• The fear of punishment is a short term
motivator.
• If you have to constantly threaten employees to
do any task then you probably need to consider
new employees. Document all offensives.

• The importance of
mistakes.
• We learn by making mistake.
They’re a part of the learning
experience.
• There is a small tolerance for
mistakes and they must not be
repeated.
• It’s the responsibility of leadership
to identify talent for future leaders
to minimize mistakes.

• Consistency:
• Consistent discipline does not
require that formal action be
taken every time an employee is
guilty of minor misconduct.
• It does require that the same
standard applies to all employees
equally.

• Insubordination:
• Repeated refusal or failure to comply with
a reasonable order.
• Determine if there is clear and present
danger to life or limb, illegal, or immoral
conduct.
• If an employees fails to comply contact
your upper level management
immediately and document the incident.

• Special Problems:
• Americans with Disabilities Act.
• Family Medical Leave Act.
• Establish Communication:
• Welcome back discussion.
• Sorry for your loss discussion.
• Review employee’s record.
• Confront poor attendance:
• Expect confrontation.
• Have upper level management present.

Implementing Punishment
• Theft/Drugs/Alcohol:
• Only the clearest and most convincing
evidence should lead to guilt.
• Do not make any personal judgments.
• Document theft as unauthorized removal
of company property.
• Wait for lab results for drug and alcohol
terminations.

Being a Supervisor is highly
challenging.
• You need skills in Production, Safety,
Quality, and Human Relations.
• You are the Company in your employees
eyes.
• Team Members respond to strong,
confident Management they can trust!!!
• It worth your time to “Build your Team”.
Supervisor Responsibility Summary

Supervisor Accountability
• OSHA’s General Duty
Clause:
• Shall comply with
occupational safety and
health standards
promulgated under this
Act.

• The Employer (Supervisor)
• Shall furnish to each of his/her
employees a work site that is free
from recognized hazards that are
causing or are likely to cause
death or serious physical harm to
his employees.

• Company held
accountable for fatality.
• 2/12/10 The U.S. Department of
Labor's Occupational Safety and
Health Administration (OSHA) fined
the C.A. Franc Roofing Company
$539,000 following an incident
where a roofing worker fell 40 feet
to his death at a Washington
worksite.

• Criminal Charges pending for
C.A. Franc Roofing.
• C.A. Franc Roofing’s Owner enters a guilty
plea on 2/12/10 to a fatality that resulted
from a fall in federal court. A violation of 29
U. S. C. Section 666(e). Sentencing was
scheduled for 6/18/10.
• The C.A. Franc Roofing Company also had a
history of repeated fall protection offenses.
• Under the Occupational Safety and Health Act
of 1970, employers are responsible for
providing safe and healthful workplaces for
their employees.

Questions?

I Will Not
Get Hurt
Today!
“Thanks For Working Safe”

Questions

Safety Leadership

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