This document discusses safety leadership and culture. It proposes that leaders' actions shape perceptions of safety climate and influence safety outcomes. Five leadership strategies are presented: be accountable, visible and active; be inclusive and consultative; be smart with resources; be inquisitive. A framework is introduced with five levels of leadership actions and goals to enhance safety culture through monitoring, rituals and coaching, consultation, and empathy and innovation. The relationship between leadership, motivation and safety is explored.

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SAFETY WHO
SAFETY LEADERSHIP DIFFERENTLY...

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THINK
ACT
COMMUNICATE
WE ARE GOING TO CHANGE THE CULTURE
WE WANT TO ENHANCE OUR SAFETY CULTURE

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(HUDSON, 2001)
LEADERS
ACTIONS
SHAPE
PERCEPTIONS
(SCHEIN, 1992)
PERCEPTIONS
REFLECT
SAFETY
CLIMATE
(SCHNEIDER ET AL, 1996)
LEADERS
INFLUENCE
SAFETY
CLIMATE
(BLUFF, 2011)
+ =

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‘The relationship between board
members and senior executives
provides the structure through which the
vision and commitment to safety is set’
(FERGUSON, 2015)
SYSTEMS ARE
ABLE TO
SUCCEED UNDER
VARYING
CONDITIONS
(HOLLNAGEL, 2014)
AN INVESTMENT
IN SAFETY
IS
AN INVESTMENT
IN PRODUCTIVITY
(HUDSON, 2001)

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A Safety Leadership Quest began….

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‘What are the actions that you would
expect to see from the leaders in your
work area, and across the organisation
that would demonstrate to you that they
are committed to your health and safety
at work?’

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BE ACCOUNTABLE
BE VISIBLE,
ACTIVE
BE INCLUSIVE,
CONSULTATIVE
BE SMART WITH
RESOURCES
BE INQUISITIVE
5 LEADERSHIP STRATEGIES

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SAFETY:
‘The absence of unwanted outcomes
such as incidents or accidents.’
(EUROCONTROL, 2013)
RISK
SUPER POWER:
Uncertainty

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VARIABILITY
SUPER POWER:
Uncertainty
Ability to make
risk more powerful
SAFETY 2.0

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Dr Who are you?
Dr Who are you?
BE VISIBLE,
ACTIVE
BE INCLUSIVE,
CONSULTATIVE
BE SMART WITH
RESOURCES
BE ACCOUNTABLE
BE INQUISITIVE

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‘Build their belief in their capacity to execute
behaviour necessary to produce specific
performance result.’
(BANDURA, 1977).
Level 1 2 3 4 5
Monitoring
and
Intervention
Rituals and
Coaching
Conversation
and
Consultation
Empathy
and
Innovation
LEADERSHIP IN ACTION

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Level 1 2 3 4 5
Monitoring
and
Intervention
Complete Risk
Factor Protocol
(1/week)
Complete Risk
Factor Protocols
(3/week)
Complete scheduled
/ target for Risk
Factor Protocols
Call to Action
Structured follow-up
of deviations/ non-
conformity observed
during risk factor
protocols
Complete Risk
Factor Control Check
or Formal Review
(2/yr)
Rituals and
Coaching
Monthly
workplace/floor
walk
Attend a Quarterly
debrief session
Weekly
workplace/floor
walk
Attend a Monthly
debrief session
Weekly
workplace/floor
walk
Attend a weekly
debrief session
Annual coaching
session by Leaders /
Supervisors
Host annual wellness
event
Bi-annual coaching
session by Leaders /
Supervisors
Host bi-annual
wellness event
Conversation
and
Consultation
70% weekly team
meetings conducted
& documented
90% weekly team
meetings conducted
& documented
Team Call to Action
based on safety
debrief / protocol
feedback
Leaders /
Supervisors
participation in team
meetings (1
team/yr)
Leaders /
Supervisors
participation in team
meetings (2
teams/yr)
Empathy
and
Innovation
Quarterly
Appreciative Inquiry
with support
resource (OHSD)
Theme: Difficulties
Monthly
Appreciative Inquiry
with OHS Manager
Theme: Difficulties /
Success
Share/present
learnings from
Appreciative Inquiry
(Annual)
Share/present
learnings from
Appreciative Inquiry
(Biannual)
Support an
Appreciative Inquiry
in an external
organisational unit
(1/yr)
LEADERSHIP IN ACTION
GOALS
RULES
FEEDBACK
(FOX, 2014)
PURPOSE
MASTERY
AUTONOMY
(DECI & RYAN, 2000)
~
~
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What are the work conditions you feel
you just have to tolerate around here?
fine
earn
eam-up
ct