Leading vs. Managing in Safety. Bashir Zayid

Transcription

1 Leading vs. Managing in Safety Bashir Zayid

2 Leading vs. Managing in Safety Bashir Zayid CSM, EP Safety Services Consultant RCI Safety

3 Ground Rules Don t Take Copious Notes Ask Frequent Questions Give Feedback Active Thinking Feel Free to Disagree Share Examples 3

4 P E A C E

5 Ground Rules Don t Take Copious Notes Ask Frequent Questions Give Feedback Active Thinking Feel Free to Disagree Share Examples 5

6 Setting the Stage Successful Organizations Attributes of a Leader and Manager Your Management Style Traps of a Leader and Leadership Behavior Role of Senior Leadership

7 Successful Organizations

8 Successful Organization (CEO s Who Get It ) Craig L. Martin, President & CEO Jacobs Values Three core values that shape our conduct 1. Our relationship with clients, 2. Profitable growth, 3. The people who make us successful BeyondZero goes beyond rules, policies/procedure to promote a genuine Culture of Caring Leadership Our leadership strives to instill the value of safety on a personal level, both intellectually and emotionally. We work constantly to reinforce a culture in which employees feel a true sense of caring for one another s safety and are comfortable enough to intervene whenever necessary. Accomplishments Schedules weekly conference calls with senior management One of the first contractors to establish a total ban on cell phone use while driving, including both handheld and hands-free devices. National Safety Council, Safety & Health Magazine, Feb (pg. 35)

9 Successful Organization (CEO s Who Get It ) Elane Stock, President Kimberly-Clark Professional Modeled Behaviors Our leaders are personally committed This transition was grounded in a belief that safe behaviors should be modeled at every level, providing comprehensive approach to our company s operational focus, systems, and tools. Feedback Our employees are empowered to provide feedback for our safety programs. Accomplishments Personal goal to visit every plant around the globe each year and meet with local site leaders to understand each mill s safety performance and challenges, while taking time to listen one-on-one to line workers. National Safety Council, Safety & Health Magazine, Feb (pg. 39)

10 Successful Organization (CEO s Who Get It ) Dwayne A. Wilson, President & CEO Savannah River Nuclear Solutions Measuring Safety We also pay close attention to our behavior based safety and management field observations statistics. These are the leading indicators that really indicate when we need to take action. Accomplishment Developed a safety initiative that unified not only organization employees, but also all contractors at the site Challenge(s) I think the secret is to keep it fresh and never become complacent. We need to do a better job of sharing lessons learned at all levels and involve all employees in the observation programs National Safety Council, Safety & Health Magazine, Feb (pg. 40)

11 Leadership, or Management, or Both? Definitions: o To Lead Causes one to go with another by holding them by the hand. Has followers. o To Manage Be in charge of (a company, establishment, or undertaking). Has subordinates.

12 Leading Experience in leading occurs at subtle moments in life. Embrace the moments of profound leadership. Leaders do not accept credit for their work/efforts Give credit where it s due Leaders are willing to take others under their wing and are exemplary social people.

13 Attributes of a Leader Integrity Trustworthy Honest Reasonable Realistic Approachable Social Aware Goal-oriented Respectful Humble/Sense of Humility Reliable Open-minded Accepting

14 Top 3 1. Integrity: Nothing speaks sound leadership more than integrity. Being who you are on the outside because that is who you are on the inside. What you see is what you get ; no hidden agenda. Be true to yourself and all else will follow. Other attributes that can develop through integrity include: o Open-mindedness o Acceptance o Respectful

15 Top 3 2. Sociability: Become embraced by the presence of others. When becoming more sociable, the individual characteristics begin to appear. You are capable to bring out the best in others. Sometimes awkward (depending on the situation/environment), but that is the challenge Being able to feed off of other s energy People in life have meaning; You believe you can make a difference in his/her life or learn from that individual. Other attributes that can develop: o o o Approachable Awareness Trustworthiness

16 Top 3 3. Humble/Sense of Humility: The most defining quality/attribute of a leader. When someone is humble and giving up credit for their part, this is the defining moment in their ability to lead. No sense of arrogance, pride, greed, or blissful ignorance is displayed. Other attributes that can develop: o o o Acceptance Goal-Oriented Sense of self-worth, and other s self-worth

17 Nelson Mandela: No one is born hating another person because of the color of his skin, or his background, or his religion. People must learn to hate and if they can learn to hate, they can be taught to love, for love comes more naturally to the human heart than its opposite.

18 Managing When an individual is capable of managing, they have established a model of continuous improvement. Individual management takes place with subordinates in an authoritative, transactional style. Managers are able to obtain desired behaviors from subordinates and outcomes from a given situation. Management takes place inside/outside the workplace. Not all managers are sound leaders and not all leaders are capable of managing.

19 Attributes of a Manager Listener Critical Thinker Logical Communicative Speaker Prepared Goal-Oriented Resourceful Interpersonal Arranged Accountable Confident Consistent Positive, yet realistic

20 Top 3 1. Communicative: Communicating effectives. Exhibited through written, verbal, and physical language. Able to get their point across in an effective manner without losing its credibility and importance. Capable of rephrasing a concept for others to understand. Clear, concise, and direct Other attributes that can develop: o o o Active listening Effective speaking Detail oriented

21 Top 3 2. Consistent: Maintenance of a uniform message. Similar to integrity of a leader because you are being a constant through your actions/words. Capable of making direct-steady decisions. Flexibility and open to ideas Other attributes that can develop: o o o Time management Problem-solving Organized

22 Top 3 3. Coach Capable of giving a person true honest feedback on all types of opportunities. Able to provide an individual with positive reinforcement, yet effective corrective feedback to achieve a desired behavior/outcome. Gives others an opportunity to experiment, make mistakes, then build. Other attributes that can develop: o o o Accepting Prepared Positive, yet realistic

23 Your Management Style 1,9 The Country Club Team Management 9,9 Concern for People Middle of the Road 5,5 1,1 Impoverished Produce/Task Management 9,1 Concern for Task (Reference: Samuel Gualardo, Corporate Safety Management, ASSE)

24 Each Management Style Review Informational Sheet

25 Safety Manager or Safety Leader?

26 Safety Leadership Step 1: Follower-ship Unselfish Humility Unconditional Commitment Respect to Supervisors Demonstrate Initiative Loyal to ALL; service to others Reference: Steps 1 & 2, Sam Gualardo, ASSE, Corporate Safety Management

27 Safety Leadership Step 2: Trust-building Talk straight/direct; being honest and truthful Respect everyone, including those who cannot help you Create Transparency Accept Responsibility Apologize quickly and right wrongs; swallow pride Reference: Steps 1 & 2, Sam Gualardo, ASSE, Corporate Safety Management

28 Traps of Leadership & Lost Credibility When a leader gets distracted When a leader stops caring When a leader stops growing When a leader becomes arrogant When a leader fails to delegate When a leader s ethics are questioned

29 Leadership Behavior: Seven E s for Safety Excellence Establish Expectations Engineering Support Exemplary Behavior Educate Employees Enable Employees Encourage Employees Evaluate Effectiveness ASSE, Professional Safety, Culture & Leadership, Jun 2003; Earl Blair

30 Effective Leaders & Managers Aim to make an impact in the followers or subordinate s lives. Become inspirational to individuals and are looked up to. Capable of transforming an individual s way of thinking and broadens their horizons.

31 Effective Leaders & Managers You know you have been effective when you see the sheer pleasure of a person s life, yet not taking credit. Facilitate and guide others, yet seek guidance and advice from like leaders and managers.

32 Senior Leadership s Influence on Safety Culture Behavior Management effectiveness Ability to lead and drive followers to success Vision of safety

33 Zero Index Colin Duncan Reference the first words out of every leader s mouth will need to reinforce the message that safety is not a priority it is a core value. Priorities change based on shifting business exigencies, values do not Keep in mind that everyone in the organization is evaluating the depth of your commitment based on their interpretation of the message. Be specific, be unambiguous, and integrate your safety message into every communication.

34 Role of Senior Leadership in Safety Make safety personal show through actions Demonstrate a concern for the employees Oversee the model of continuous improvement Participate in the larger scope of the safety process Integrate safety and maintain integrity

35 Successful Organizations

36 For Further Information Feel free to contact me at mobile Bashir s Blog: bashir-zayid's-blog OHS Online: Wire/2013/12/Making-a-Change-by- Means-of-Effective- Communication.aspx 36