Creating aCreating a Culture of Commitment and Engagement€¦ · Values Based Culture • Safety is an value. • UhlUnwavering no matter the organizational situation • Consequence

Creating aCreating a Culture of CCommitment andand Engagement

Don GrooverSenior Vice President

www.bstsolutions.com

©2010 BST. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified or reproduced, or used

outside of your organization without written permission from BST.

Behavioral Science Technology, Inc.

Scenario 1:2 AM33 degrees FWind 20-25 MPHWind 20 25 MPHIce cold rain falling

Task requires working outsideq gno one else will be aroundwhen the job is done - back to the warm, dry control center

Following all the procedures - 35 minutes.

Bypassing critical procedures - 10 to 15 minutes.

What decision will the employee make?




Scenario 2:The unit is behind in production

During start-up a compressor suddenly failsDuring start up a compressor suddenly fails

A junior mechanic is concerned about whether a line they are about to break into is actually depressurized y p

Will the junior employee pause the job to discuss the concern?

Wh t ill b th ti b th th iWhat will be the reaction by the peers, the supervisor, production employees if they do pause the job?




Values Based Culture

• Safety is an value.

U h l• Unwavering no matter the organizational situation

• Consequence systems aligned to safety

• Focus on safety of self and others

• Willingness to approach others about exposure

• Personal gain is willingly sacrificed.

• Most employees would feel uncomfortable taking a short cut or not pausing work when the• Most employees would feel uncomfortable taking a short cut or not pausing work when the

sense exposure has increase

• Upward feedback on safety encouraged and recognized

Q i b i k d• Questions being asked:

• What would leadership or my peers want me to do?

• How do my actions align with the organizational values?




Compliance

• the act or process of complying to a desire, demand, proposal, or regimen or p p y g p p g

to coercion

• a disposition to yield to others

• Synonyms: acquiescence, deference, docility, obedience, submissiveness

• Comply: To act in accordance with another's command, request, rule, or

wish




Marine Drill Sargent

“We can’t make these new recruits do what we tell them ”recruits do what we tell them.

“But we can make them “But we can make them wish they had.”wish they had.”yy




Commitment • an act of committing to a charge or trust

• an agreement or pledge to do something in the future; something pledged g p g g ; g p g

• the state or an instance of being obligated or emotionally impelled

• Synonyms: promise, pledge, vow, obligation, assurance, binder, dedication,

loyalty, devotion, steadfastness, allegiance, faithfulness, staunchness




Relationships are based on Reciprocity

• Safety is foundational y

• People don’t care about you until they know how much you care about

them.

• Associates will be willing to help you achieve your goals only when you have

demonstrated a willingness to help them achieve their goals.

• People are internally driven to reciprocate• People are internally driven to reciprocate




Gaining Commitment requires Leadership SkillsManagement Leadership g

• Focus is on compliance

• Transactional

p

• Focus is on commitment

• Transformational

• Message:

• “Comply and you will get …”

l b ld

• Has laid the groundwork for

commitment

• “Comply because I told you to”

• “Comply or else”

• Explains why it is important to the

organization, others, him or herself

and to the employee




Culture: Relationships are Key

• What we want:What we want:

• A company that:

• Cares about me as a person.

(Perceived Organizational Support)

M h• Management that:

• Takes real action to protect my safety.

(Organizational Value for Safety)(Organizational Value for Safety)

• Is honest and trustworthy.

(Management Credibility)




( g y)



• A supervisor that:

• Listens to and acts on my safety concerns.

(Upward Communication)

I f i d bi d• Is fair and unbiased.

(Procedural Justice)

• Treats me with dignity and respect.Treats me with dignity and respect.

(Leader-Member Exchange)






• Peers that:

• Point out safety risks and let me do the same.

(Approaching Others)

T t ith di it d t• Treat me with dignity and respect.

(Work Group Relations)

• Are reliable in getting their job done.Are reliable in getting their job done.

(Teamwork)




89 87 8689 87

9498

86

Site AOverall Percentile by Scale

83 84 88 88 92

Site BOverall Percentile by Scale

838387 86 87 86

TICR - .8

83 84

68

83

tile

Scor

e

tile

Scor

eTICR - 1.4

41

Overall

31

Perc

ent

Perc

ent 41

Lower Quartile

Median (50th Percentile)

Upper Quartile (75th Percentile)

PJ LMX MC POS TW WGR OVS UC AO

Site COverall Percentile by Scale

Site DOverall Percentile by Scale

PJ LMX MC POS TW WGR OVS UC AO

Lower Quartile (25th Percentile)

61

8488

y

59

O e a e ce t e by Sca e

Scor

e

Scor

e

TICR - 4.2 TICR - 7.8

30 29

44

18 17

43

1016 17

25Perc

entil

e

Perc

entil

e

22




6 710 8

PJ LMX MC POS TW WGR OVS UC AOPJ LMX MC POS TW WGR OVS UC AO

13

Transformational Leadership Elements

1 Inspiring1. Inspiring

2. Influencingg

3. Challenging

4. Engaging




Transformational Leaders

• Consistently are rated the “best bosses”.y

• Contribute more leaders into the pipeline.

• Lead workgroups that are consistently rated as more productive and more

flexible.

• Develop long-term relationships.

F l h i h h f h• Focus less on their own success than on the success of others.




What Is Your Reaction To This Executive Leader’s Statement?

“I don’t want someone to suffer a non-life altering injury, that resulted from an

incident with very low energy and potential, like a bee sting or a thumb that was hit

by a hammer but I cannot tolerate incidents whether there is an injury or not whereby a hammer, but I cannot tolerate incidents, whether there is an injury or not, where

the energy level is such that a life altering injury or fatality could likely result.”



outside of your organization without written permission from BST. 16

The safety triangle is descriptive

There are on average 700 medical treatment

A.P. Moeller – Maersk GroupArcher Daniels Midland CompanyBHP Billit 700 medical treatment

cases per SIFBHP BillitonCargill Inc.Exxon Mobil CorporationMercer LLCPotashCorp

Data from 2008-2009

*Average Rate*

PotashCorpShell

gSerious Injuries and Fatalities .0014Restricted and Lost Workday Cases 0.30Medical

* Approximations of rates based on 2008-2009 data, company populations and using a basis of

Treatment 0.98




populations, and using a basis of 100 employees

The traditional safety triangle is not predictive.

4 out of 5 incidents do not have Serious Injury and FatalityInjury and Fatality (SIF) potential.

Reducing injuries at the bottom of thethe bottom of the triangle does not correspond to an proportionate

21% Potentially

SIFreduction of SIF’s. SIF




Precursors

Safety ControlsSafety Controls

Lock-out/tag-out, machine guarding and barricades, confined space entry hot work permits,

equipment and line breaking 100% were SIF’s

Life Saving Procedures/Rules

71% of SIF events were covered by an existing Life Saving Rule71% of SIF events were covered by an existing Life Saving Rule




Change in what the leader does

Change in Follower BehaviorChange in Follower Behavior

Change in Leader and Follower beliefs

Culture changes

S f t R lt Iwww.bstsolutions.com



Safety Results Improve

Creating aCreating a Culture of CCommitment andand Engagement

©2010 BST. All rights reserved. This information is provided for informational use within your organization.

It may not be used for training, modified or reproduced, or used outside of your organization without written

permission from BST. All trademarks are owned by BST. BST, Behavioral Science Technology, Inc. and

L di ith S f t i t d t d k f BST V i BST t d k i t d i

Don GrooverSenior Vice President


Leading with Safety are registered trademarks of BST. Various BST trademarks are registered in one or more

nations. All information is BST copyrighted material or is used with express permission of the copyright

owner.Behavioral Science Technology, Inc.

Documents

Creating aCreating a Culture of Commitment and Engagement€¦ · Values Based Culture • Safety is an value. • UhlUnwavering no matter the organizational situation • Consequence