MCAA Safety and Health Conference · Leadership Defined •Leadership is influencing others by your...

MCAA Safety and Health Conference

Jim Maddux

January 2017

Take another step on

Your safety

Leadership Journey

• Talk about some leadership principles

• Introduce you to the Foundations of Safety Leadership module

• Give you some tips on improving your leadership skills

Transformational Leadership Predicts Workplace Safety

• Idealized influence

• Inspirational motivation

• Intellectual stimulation

• Individual consideration

A Model for Safety Professional Development

Technical Topics

Safety and Health Management Systems

Communication

Persuasion

Leadership

Safety

Programs &

Policies

Safety

Climate

Safety

Incidents

Leadership Defined

• Websters dictionary (online)

• a position as a leader of a group, organization, etc.

• the time when a person holds the position of leader

• the power or ability to lead other people

• A person who gains willing followers: Warren Blank

Leadership Defined

• Leadership is influencing others by your character, humility and example. It is recognizable when others follow in word and deed without obligation or coercion." – Sonny Newman

• Safety Leader: A person who has the courage to demonstrate that s/he values safety by working and communicating with team members to identify and limit hazardous situations even in the presence of other job pressures such as scheduling and costs. CPWR

Leadership is Situational

• It happens in the moment

• One person creates a vision, sets a goal, suggests a course of action, or expresses an idea

• One person follows first

• Others follow

Developing a Leadership Reputation

• Leading successfully

• Leading skillfully

• Leading often

• Leaving people with a good feeling

Developing a Leadership Reputation

• When a person has developed a good leadership reputation, people will ask that person to lead, and may even expect that person to lead.

• When a person has such skill that he or she demonstrates leadership skills effortlessly, spontaneously, consistently, and frequently, we may call that person a “natural born leader”. (Warren Blank)

Management vs. Leadership

Managing

• Focus on things

• Do things right

• Plan

• Organize

• Schedule

• Direct

• Measure

• Critique

• Follows the rules

Leading

• Focus on people

• Do the right things

• Inspire

• Influence

• Motivate

• Teambuild

• Find vision

• Coach

• Change the rules

Managing Changes Leadership Expectations

Managing Leading

Expectations

Skills

TTh

Nexus of Control

13

Things you can control

Things you can influenceThings youcannot doanything about

Things youcannot doanything about

Things youcannot doanything about

Nexus of Control

14

How we Influence

• Setting an example, modeling behavior

• Writing

• Talking

• Expertise/knowledge

Trust

• People follow leaders they trust

• Trust depends on what you expect the person to do

• Trust is gained relatively slowly, but can be lost quickly

Building Trust

Trust =

Credibility + Reliability + Intimacy

Self Orientation

Source: The Trusted Advisor, David H. Maister, Charles H. Grren, Robert M. Galford

Building Trust - Honesty

Tact, the art of getting your point across without stabbing somebody with it

Barriers• Not wanting to embarrass yourself• Not wanting to hurt others• Ego• Communication skill

Types of Dishonesty• Outright lying, providing misinformation• Exaggeration• Omission• White lies

1 2 4

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3

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Foundations of Safety Leadership

CPWR

5 LEADERship Skills

Leads by example

Engages and empowers team members

Actively listens and practices three-way communication

DEvelops team members through teaching, coaching, &

feedback

Recognizes team members for a job well done

Foundations of Safety Leadership

CPWR

How to Lead by Example

• Have a positive attitude about safety

• Establish safety as a core value

• Set high expectations for safety

• Share safety vision with the team

• “Walk the talk”

• Reinforce the idea that everyone owns safety

• Lead up!

How to Engage and Empower Team Members• Explain why safety is critical to getting the job done

• Engage team members in safety decision-making

• Conduct daily morning safety huddles and joint worker-management walk-arounds throughout the workday

• Empower team members to

• Report safety concerns, injuries and near misses

• Report or fix hazards or unsafe situations

How to Actively listen and Practice 3-way Communication

Act

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y lis

ten

• Treat team members with respect when they are speaking

• Pay attention to non-verbal cues such as body language and eye contact

• Listen to hear what is being said vs. to come up with a response.

• Ask clarifying questions

How to Actively Listen and Practice 3-way Communication (cont’d)

Pra

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• Make sure you have listener’s attention• Be direct and concise • Ask team member to repeat message• Clarify any misunderstandings

How ToDevelop Team Members through Teaching, Coaching, and Feedback

Observe worker action

Address the issue

Problem solve

Practice action

Teach & coach

How ToDevelop Team Members through Teaching, Coaching, and Feedback (cont’d)

Use the FIST Principle:

Describe the FACTS

Explain the IMPACT

Provide SUGGESTIONS

Be TIMELY

How toRecognize Team Members for a Job Well Done

• Give recognition separately from other types of

feedback

• Regularly give praise in private

• Be specific about why you are praising the person

• Give praise publically if the person is comfortable

with it

5 LEADERship Skills

Leads by example

Engages and empowers team members

Actively listens and practices three-way communication

DEvelops team members through teaching, coaching, &

feedback

Recognizes team members for a job well done

Foundations of Safety Leadership

CPWR

CPWR Foundations of Safety Leadership

http://www.cpwr.com/foundations-safety-leadership-fsl

The full FSL leadership module is available at:

Skills That Help Manage and Lead

• Communications• Listening

• Giving direction

• Giving feedback

• Receiving feedback

• Coaching

• Managing yourself• Being on time

• Meeting commitments

• Keeping promises

• Time management

• Project management

Managing Yourself

• Managing commitments• Your commitments to others• Others commitments to you

• Managing projects

• Time management

Getting Things Done, the Art of Stress-Free Productivity, David Allen

Conversations Matter

• Accidents waiting to happen, and yet are not discussed. Why?

• Get it done, justified by deadlines

• Incompetence, skill deficits

• Just this once, exceptions are ok

• Overboard, rule is considered excessive

• Are you a team player, peer pressure

Silent Danger, Vital Smarts

Critical Conversations

• How critical are your safety conversations?

• How were you trained to handle them?

• Are you teaching people how to have them?

Crucial Conversations, Tools for Talking When Stakes are High, Patterson, Grenny, McMillan, Switzler

• Listen to understand and be understood

• Listen to body language too

• Listen with everything

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Listening

The Zen of Listening; Mindful Communication in the Age of Distraction, Rebecca Z. Shafir

Receiving Feedback

• Three types of feedback

• Appreciation

• Coaching

• Constructive

Thanks for the feedback, the Science and Art of Receiving Feedback Well, Douglas Stone and Sheila Heen

Coaching

• Help people clarify situations in their own minds.

• Ask open-ended questions that encourage them to think through the situation.

• Help the person identify possible actions.

• The best coaching enables people to think and act on their own.

• Offer guidance and encouragement as he or she develops a plan.

Humble Inquiry, the Gentle Art of Asking instead of Telling, Edgar H. Schein

Good Leaders are Genuine/Authentic

• The more you know yourself, the more genuine you can be

• When you are confident about who you are, you can share yourself without fear

• Spending some time on self reflection can help you know yourself better

Leaders are Learners

• Learn from watching others• Watch the movie of your life

• Look for leadership models in film and fiction

• Classes

• Reading

Learn by Doing

• You are the scientist and you are the subject

• Experiment

• Observe results

• Adjust

• Engineer your own evolution

Thanks

• Jmaddux56@gmail.com

• Connect on LinkedIn