Steve Skarke, Kaneka Texas Corporation - Speaker at the marcus evans Manufacturing COO Summit 2012, held in Las Vegas, NV, April 16-17, 2012, delivered his presentation entitled The Challenge of Safety Leadership

1. Steve Skarke
Executive Vice President
Kaneka North America

3. Kaneka North America LLC
Pasadena, Texas

4. Located in Bayport Industrial District
Modifier Plant
200 Acres
100 Acres Developed
345 Employees Apical Plant
p
70+ Full-time C t t
70 F ll ti Contactors
CPVC/MS Polymers Plant Nutrients Plant

5. Steve Skarke
• BSChE, Texas A&M University
• MSIE, University of Houston
• 28 years in chemical manufacturing
• Union Carbide (8yrs)
• Kaneka (20 yrs)
• Site Manager since 2002.
• Leadership Challenge Certified Master Facilitator (In training)

6. Management or Leadership?
• “Things” • “People”
• Processes • Relationships
• Systems • Behaviors
• Strategy
St t • Development
• Procedures
• Policies
• Training
“Compliance vs. Commitment”
vs

7. What Kind of Leader Should You Be?

9. Leadership Fundamentals
• Leadership is everyone’s business.
• Leadership is a relationship.
• Leadership development is self development.
• The best leaders are the best learners
learners.
• Leadership development is not an event – it’s an ongoing
process.
• It takes practice, deliberate practice, to become a better
leader.
• Leadership is an aspiration and a choice.

10. 1st Law of Leadership
• If you don’t believe in the messenger
don t messenger,
you won’t believe the message
2nd Law of Leadership
• Do What You Say You Will Do
y

11. Practice #1 –
Model the Way
• Commitments:
– FIND YOUR VOICE by clarifying
your personal values
– SET THE EXAMPLE by aligning
y g g
actions with shared values

12. Define Your Values
Accuracy Decisiveness Honesty Pleasure Self-reliance
Accountability Delight of being, joy Honor Positive attitude Seriousness
Accomplishment, Democracy Inner peace, Power Service
Achievement, Determination calm, Practicality (to others, society)
Success Discipline quietude Preservation Simplicity
Adventure Discovery Innovation Privacy Sincerity
All for one & one for all
f f ll Diversity
Di it Integrity
I t it Progress
P Skill
Aspiration Education, learning Justice, Prosperity, Wealth Speed
Beauty Equality Knowledge Punctuality Spirit in life (using-)
Calm, quietude, peace Efficiency Leadership Purity Stability
Challenge Excellence Loyalty Quality of work Standardization
Change Fairness Love, Romance Rationality Status
Cleanliness, orderliness Faith Maximum Regularity Strength
Collaboration Family utilization Reliability Style
Commitment Family feeling (of time, Resourcefulness Systemization
Communication Flair resources) Respect for the Teamwork
Community Freedom Meaning individual Timeliness
Competence Friendship Merit Results-oriented Tolerance
Competition Fun Mobility Responsibility Tradition
Concern for others Generosity Money Responsiveness Tranquility
Content over form Global view Nationalism Risk (willing to take- Truth
Continuous improvement Goodness Openness )Rootedness Trust
Coordination, Integration, Gratitude Non-violence Rule of Law Unity
Country, Patriotism Honor Patriotism Safety Variety
Creativity Hard work Peace Satisfying others Well-being, Health
Customer satisfaction Harmony, Oneness, Perfection (e.g. of Security Wisdom
Unity details of Self-givingness,
work) Selflessness
Persistence
Personal Growth
Pioneer Spirit

13. Admired Leader
16% Ambitious 89% Honest
35% Broad-minded 17% Imaginative
22% Caring 4% Independent
68% Competent
C t t 69% Inspiring
I ii
25% Cooperative 48% Intelligent
25% Courageous 18% Loyal
34% Dependable 15% Mature
25% Determined 10% Self controlled
Self-controlled
39% Fair-minded 36% Straightforward
71% Forward-looking
g 35% Supportive
pp

14. Source Credibility
“A person is considered believable when they
possess the following three characteristics:
• Trustworthiness → Honest
• Expertise → Competent
• And Dynamism”
y → Inspiring
p g
Credibility is the foundation of leadership.
leadership

15. High Management Credibility
The Results of High Management Credibility:
g g y
• Be proud to say they’re part of organization.
• Feel strong sense of team spirit.
• See personal values as consistent with organization.
• Feel attached and committed to the organization.
• Have sense of ownership of organization.
organization

16. Low Management Credibility
The Results of Low Management Credibility:
g y
• Produce only if watched carefully.
• Be motivated primarily by money.
• Say good things about organization, but criticize it
privately.
• Consider looking for another j in tough times.
g job g
• Feel unsupported and unappreciated.

17. KANEKA CORE VALUES
March 2008
0% 10% 20% 30% 40% 50% 60% 70% 80%
Safety
Continuous Improvement
Honesty
Teamwork
Family
Customer Satisfaction
Communication
Trust
Integrity
Accountability
A t bilit
Quality
Respect

18. Our Core Values

19. KANEKA CORE VALUES
SAFETY:
Safety is our first priority at work, at home, and in our community.
CONTINUOUS IMPROVEMENT:
We empower our employees by embracing change and innovation to improve our processes and
develop new products.
HONESTY:
We conduct ourselves with honesty and integrity to build trust within the Kaneka family.
TEAMWORK:
We achieve our common goals by working together to develop relationships, improve communication,
g y g g p p, p ,
build commitment and accountability, and help each other grow.
Kaneka Texas Corporation / Kaneka Nutrients L.P.
1st Edition 03/14/08

20. Practice #2 –
Inspire A Shared Vision
• Commitments:
– ENVISION THE FUTURE by imagining exciting and
ennobling possibilities
– ENLIST OTHERS i a common vision b appealing t
in i i by li to
shared aspirations

21. What is a Vision?
A vision is an IDEAL and UNIQUE IMAGE of
the FUTURE for the COMMON GOOD.
.

22. Inspire a Shared Vision

23. Safety
y
Mission
Statement

24. Practice #3 –
Challenge the Process
• Commitments:
– SEARCH FOR OPPORTUNITIES by seeking
innovative ways to change, g
y g grow and improve.
p
– EXPERIMENT AND TAKE RISKS by constantly
generating small wins and l
ti ll i d learning f
i from mistakes
i t k

25. Practice #3 – Challenge the Process
• Less focus on lagging indicators
gg g
– Lost time & recordable injuries
• More focus on leading indicators
g
– Training compliance
– System Audits
– % Overdue RV or Safety System PM’s
– No. of approved system deviations
– Loss of containment incidents
L f t i t i id t

26. Site Safety Statistics – Severity Triangle
High
800+
1 0
Severity
S it 2 2 400-799
400 799
18 7 0-399
Low
Process Safety
P S f Personnel Safety
P lS f
Incidents Incidents

27. Practice #3 – Challenge the Process
• In the context of shared vision and values, look for new ideas outside
the boundaries of the organization.
• Take incremental steps in applying new and innovative solutions.
p pp y g
• Create a climate in which people are willing to take risks and learn
from mistakes
mistakes.
Practice “OUTSIGHT”

28. Practice #4 –
Enable Others t Act
E bl Oth to A t
•Commitments:
– FOSTER COLLABORATION by promoting
cooperative goals and building trust
– STRENGTHEN OTHERS by sharing power and
discretion

29. Enable Others to Act
• Every employee….
– is a safety professional,
– has a strong safety discipline,
discipline
– will not tolerate deviations, and
– has the authority and
responsibility to stop work

30. Enable Others to Act
• Use Employee Involvement Teams:
• KESC (Kaneka Employee Safety Committee)
• KANEKA KARES (Employee Volunteers)
• KERA (Kaneka Employee Recreation Association)
• KERT (Kaneka Employee Recognition Team)

31. Flow: The Psychology of Optimal Experience
Mihaly Csikszentmihalyi
Mihaly Csikszentmihalyi

32. Enable Others to Act
• Work on teambuilding activities.
• Give up Position power to build Personal power.
• Build Commitment rather than Compliance.
• Provide resources & support for your team. Remove obstacles.
• Ensure t at c a e ge is app op ate for t e level o s
su e that challenge s appropriate o the e e of skill
• Move away from being in control to giving over control to others.

33. Use Assessments to Learn About
Yourself and Your Teammates
•Leadership Practices Inventory (LPI)
•Myers Briggs (E-I,, S-I,, T-F,, J-P)
y gg J
•DISC (Dominance, Influence, Conscientiousness, Steadiness)

34. Practice
P ti #5 –
Encourage the Heart
• Commitments:
– RECOGNIZE CONTRIBUTIONS by showing y g
appreciation for individual excellence
– CELEBRATE THE VALUES AND VICTORIES by
creating a spirit of community.

35. Practice #5 – Encourage the Heart
• Recognize efforts not just results.
• Tie recognition to values and shared goals.
• Include both individuals and teams
teams.
• Don’t be afraid to recognize someone for failing if
the efforts were extraordinary
extraordinary.
• Find time for fun and fellowship.

36. Practice #5 – Encourage the Heart

37. Practice #5 – Encourage the Heart

38. Practice #5 – Encourage the Heart
The Seven Essentials of Recognition:
1. Set Clear Standards.
2. Expect the Best.
3. Pay Attention.
4. Personalize Recognition.
5. Tell the Story.
6.
6 Celebrate Together
Together.
7. Set the Example.

39. Question??
If you asked your employees who was the
most influential leader in their lives.
What would be their answer?

40. Closing Thoughts
• You are the most important leader in your
organization.
• Leadership is learned.
p
• Leaders make a difference.
• First lead yourself.
yourself
• Moral leadership calls us to higher purposes.

41. INSPIRE

42. What will YOU put in YOUR Leadership Bucket?

43. Steve Skarke
(281) 979-4563
steve@mersedgroup.com