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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
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Steve SkarkeSteve SkarkeExecutive Vice PresidentExecutive Vice PresidentKaneka North AmericaKaneka North AmericaKaneka North AmericaKaneka North America
Kaneka North America LLCPasadena, Texas
Modifier PlantLocated in Bayport Industrial District
Modifier Plant
Apical Plant
200 Acres100 Acres Developed345 Employees70 F ll ti C t t
p70+ Full-time Contactors
Nutrients PlantCPVC/MS Polymers Plant
Steve Skarke
• BSChE, Texas A&M University
Steve Skarke
• MSIE, University of Houston• 28 years in chemical manufacturing• Union Carbide (8yrs)• Union Carbide (8yrs)• Kaneka (20 yrs)• Site Manager since 2002.
• Leadership Challenge Certified Master Facilitator (In training)
Management or Leadership?Management or Leadership?
• “Things” • “People”• Processes• Systems
St t
• Relationships• Behaviors• Development• Strategy
• Procedures• Policies
• Development
• Policies• Training
“Compliance vs Commitment”“Compliance vs. Commitment”
What Kind of Leader Should You Be?What Kind of Leader Should You Be?
Leadership Fundamentals
• Leadership is everyone’s business.
Leadership Fundamentals
• Leadership is a relationship.• Leadership development is self development.• The best leaders are the best learners• The best leaders are the best 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.Leadership is an aspiration and a choice.
1st Law of Leadership
•• If you don’t believe in the messengerIf you don’t believe in the messenger
1 Law of Leadership
If you don t believe in the messenger, If you don t believe in the messenger, you won’t believe the messageyou won’t believe the message
2nd Law of Leadership
• Do What You Say You Will Doy
Practice #1 –Model the Way
Commitments:• Commitments:– FIND YOUR VOICE by clarifying
your personal valuesyour personal values
– SET THE EXAMPLE by aligning y g gactions with shared values
Define Your ValuesAccuracyAccountabilityAccomplishment,
Achievement, Success
AdventureAll f & f ll
DecisivenessDelight of being, joyDemocracyDeterminationDisciplineDiscoveryDi it
HonestyHonorInner peace,
calm, quietude
InnovationI t it
PleasurePositive attitudePowerPracticalityPreservationPrivacyP
Self-relianceSeriousnessService
(to others, society)SimplicitySinceritySkillAll for one & one for all
AspirationBeautyCalm, quietude, peaceChallengeChangeCleanliness, orderlinessCollaboration
DiversityEducation, learningEqualityEfficiencyExcellenceFairnessFaithFamily
IntegrityJustice, KnowledgeLeadershipLoyaltyLove, RomanceMaximum
utilization
ProgressProsperity, WealthPunctualityPurityQuality of workRationalityRegularityReliability
SkillSpeedSpirit in life (using-)StabilityStandardizationStatusStrengthStyleCollaboration
CommitmentCommunicationCommunityCompetenceCompetitionConcern for othersContent over form
FamilyFamily feelingFlairFreedomFriendshipFunGenerosityGlobal view
utilization(of time, resources)
MeaningMeritMobilityMoneyNationalism
ReliabilityResourcefulnessRespect for the
individualResults-oriented
ResponsibilityResponsivenessRisk (willing to take-
StyleSystemizationTeamworkTimelinessToleranceTraditionTranquilityTruthContent over form
Continuous improvementCoordination, Integration,Country, PatriotismCreativityCustomer satisfaction
Global viewGoodnessGratitudeHonorHard workHarmony, Oneness,
Unity
NationalismOpennessNon-violencePatriotismPeacePerfection (e.g. of
details of work)
Risk (willing to take-)Rootedness
Rule of LawSafetySatisfying othersSecuritySelf-givingness,
Selflessness
TruthTrustUnityVarietyWell-being, HealthWisdom
work)PersistencePersonal GrowthPioneer Spirit
Selflessness
Admired LeaderAdmired Leader16% Ambitious 89% Honest35% Broad-minded22% Caring68% C t t
17% Imaginative4% Independent
69% I i i68% Competent25% Cooperative25% Courageous
69% Inspiring48% Intelligent18% Loyal25% Courageous
34% Dependable25% Determined
18% Loyal15% Mature10% Self-controlled25% Determined
39% Fair-minded71% Forward-looking
10% Self controlled36% Straightforward35% Supportiveg pp
Source CredibilitySource Credibility“A person is considered believable when they possess the following three characteristics:
• Trustworthiness → Honest• Trustworthiness• Expertise• And Dynamism”
→ Honest→ Competent→ Inspiringy p g
Credibility is the foundation of leadershipCredibility is the foundation of leadershipCredibility is the foundation of leadership.Credibility is the foundation of leadership.
High Management CredibilityHigh Management CredibilityThe 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 organizationHave sense of ownership of organization.
Low Management CredibilityLow Management CredibilityThe 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 job in tough times.g j g• Feel unsupported and unappreciated.
KANEKA CORE VALUESMarch 2008
0% 10% 20% 30% 40% 50% 60% 70% 80%
Safety
Continuous Improvement
Honesty
Teamwork
Family
Customer Satisfaction
CommunicationCommunication
Trust
Integrity
A t bilitAccountability
Quality
Respect
Our Core ValuesOur Core Values
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 andWe 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
Practice #2Practice #2 –Inspire A Shared Vision
• Commitments:– ENVISION THE FUTURE by imagining exciting and
ennobling possibilities
ENLIST OTHERS i i i b li t– ENLIST OTHERS in a common vision by appealing to shared aspirations
What is a Vision?
A vision is an IDEAL and UNIQUE IMAGE of the FUTURE for the COMMON GOOD.
.
Inspire a Shared VisionInspire a Shared Vision
Safety yMission
StatementStatement
Practice #3Practice #3 –Challenge the Process
• Commitments:• Commitments:– SEARCH FOR OPPORTUNITIES by seeking
innovative ways to change, grow and improve.y g g p
– EXPERIMENT AND TAKE RISKS by constantly ti ll i d l i f i t kgenerating small wins and learning from mistakes
Practice #3 – Challenge the Process
• Less focus on lagging indicators
Practice #3 Challenge the Process
gg g– Lost time & recordable injuries
• More focus on leading indicatorsg– Training compliance– System Audits– % Overdue RV or Safety System PM’s– No. of approved system deviations
L f t i t i id t– Loss of containment incidents
Site Safety Statistics – Severity Triangle
High
800+
S it
800+
400 7992
1
2
0
Severity 400-7992 2
P S f P l S fLow
0-39918 7
Process SafetyIncidents
Personnel SafetyIncidents
Practice #3 – Challenge the Process
• In the context of shared vision and values, look for new ideas outside
Practice #3 Challenge the Process
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 mistakesfrom mistakes.
Practice “OUTSIGHT”Practice “OUTSIGHT”
Practice #4 –E bl Oth t A tEnable Others to Act
•Commitments•Commitments:– FOSTER COLLABORATION by promoting
cooperative goals and building trustcooperative goals and building trust
– STRENGTHEN OTHERS by sharing power andSTRENGTHEN OTHERS by sharing power and discretion
Enable Others to Act• Every employee….
Enable Others to ActEvery employee….– is a safety professional,– has a strong safety disciplinehas a strong safety discipline,– will not tolerate deviations, and
has the authority and– has the authority and responsibility to stop work
Enable Others to Act
• Use Employee Involvement Teams:
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)KERT (Kaneka Employee Recognition Team)
Mihaly Csikszentmihalyi
Flow: The Psychology of Optimal ExperienceMihaly Csikszentmihalyi
Enable Others to Act• Work on teambuilding activities.
Enable Others to ActWork on teambuilding activities.
• Give up Position power to build Personal power.
• Build Commitment rather than Compliance.Build Commitment rather than Compliance.
• Provide resources & support for your team. Remove obstacles.
• Ensure that challenge is appropriate for the level of skillsu e t at c a e ge s app op ate o t e e e o s
• Move away from being in control to giving over control to others.
Use Assessments to Learn AboutUse Assessments to Learn About Yourself and Your Teammates
•Leadership Practices Inventory (LPI)•Leadership Practices Inventory (LPI)•Myers Briggs (E-I, S-I, T-F, J-P)y gg ( , , , J )•DISC (Dominance, Influence, Conscientiousness, Steadiness)
P ti #5Practice #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.
Practice #5 – Encourage the Heart
• Recognize efforts not just results.
Practice #5 Encourage the Heart
Recognize efforts not just results.• Tie recognition to values and shared goals.• Include both individuals and teamsInclude both individuals and teams.• Don’t be afraid to recognize someone for failing if
the efforts were extraordinarythe efforts were extraordinary.• Find time for fun and fellowship.
Practice #5 – Encourage the HeartPractice #5 Encourage the Heart
Practice #5 – Encourage the HeartPractice #5 Encourage the Heart
Practice #5 – Encourage the HeartPractice #5 Encourage the Heart
The Seven Essentials of Recognition:The Seven Essentials of Recognition:
1. Set Clear Standards.2. Expect the Best.3. Pay Attention.4. Personalize Recognition.5. Tell the Story.6 Celebrate Together6. Celebrate Together.7. Set the Example.
Question??Question??
If you asked your employees who was theIf you asked your employees who was the most influential leader in their lives.
What would be their answer?
Closing Thoughts
• You are the most important leader in your
Closing Thoughts
You are the most important leader in your organization.
• Leadership is learned.p• Leaders make a difference.• First lead yourselfFirst lead yourself.• Moral leadership calls us to higher purposes.
INSPIRE
What will YOU put in YOUR Leadership Bucket?
Steve Skarke(281) [email protected]