Effective leadership throughout the organisation. Peter Bohan MSc BSC Hons CMIOSH

Transcription

1 Effective leadership throughout the organisation Peter Bohan MSc BSC Hons CMIOSH

2 Aims & Objectives Aim To provide guidance on the types of leadership behaviour that influences safety outcomes Objectives Explain why people behave in ways that compromise safety Identify what good leadership looks like Discuss how culture affects safety performance

3 UK Mortality Rates e.g. 250 Coal dust Drowning in bath Construction Agriculture Roads MRSA Asbestos , ,535 08/06/2015 Page 3

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5 Great Leaders listen to their staff!

6 Leadership has nothing to do with Titles. Leadership isn t management. Managers manage, monitor, measure: leaders lead. Drucker: The only definition of a leader is someone who has followers. Bennis: Leadership is the capacity to translate vision into reality. Bill Gates: As we look ahead into the next century, leaders will be those who empower others. John Maxwell: Leadership is influence nothing more, nothing less. DEFINITION: Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.

7 Challenger Disaster 1986

8 Leadership & Culture (group think) The Rogers Commission found NASA's organisational culture & decisionmaking processes contributing to the accident. NASA managers had known contractor Morton Thiokol's design of the rocket booster contained a potentially catastrophic flaw in the O-rings since 1977, but failed to address it properly. They also disregarded warnings from engineers about the dangers of launching posed by the low temperatures & had failed to adequately report these technical concerns to their superiors.

9 Herald of free enterprise Left Zeebrugge harbour with bow doors open 188 people died the majority from hypothermia Serious failings identified at senior level in safety management Prosecution for Corporate Manslaughter failed The conclusion:- The organisational management was rife with the disease of sloppiness

10 What drives unsafe behaviour!

11 Who follows the speed limit?

12 Reason s Swiss cheese model

13 Think of brains as buckets, if full-system fails

14 What pressure makes people work unsafely?

15 How can we stop the disaster

16 Research on leadership in the NHS Executives leadership behaviour & the likely affects on Q&S in Healthcare Identified what Q&S meant to Executives & how behaviour can affect performance. Defined the optimal style of leadership Reviewed the cultural aspects of Q&S Identified what we can learn from previous errors Described an efficient organisation & effective engagement strategy

17 Results of Research Executives understood what type of leadership style was appropriate & included:- Being honest, inclusive, supportive & showing integrity Saw themselves as transformational Providing clear accountability & lines of control to ensure staff where effectively educated & engaged The style would need adapting dependant on the situation they where in. DoH & Commissioners set the tone for the Trust Transactional & autocratic leadership was often required in the achievement of targets

18 Transactional Management Style Directive style may be used in a medical emergency. I don t mind being shouted at in a cardiac arrest situation The style of the DoH cascaded down the line if there is a failure in targets there is a kicking all the way down the line, that creates the behaviour Dictatorial bullying was the most inappropriate style; most Executives had seen or been a victim of bullying in the past Working to a autocratic Manager was described as being absolutely horrendous Increase in safety incidents was described as Commissioner would be very aggressive about us intervening and stopping this problem however this causes a safety paradox increased reporting means an improved safety culture

19 Leadership Behaviour Leadership behaviour is differentially related to team performance. When subordinates maturity is low, leaders need to focus on structure, when maturity is high, structure can be de-emphasised. Transformational leadership produces higher levels of performance in staff groups (4%-31% Bolder & Gosling 2003). A strong strategic narrative is required to give a clear line of sight between job role, responsibilities & the organisations vision. It is vital to give clear direction & behaviour from leaders to enact positive worker behaviour.

20 IT S SIMPLE REALLY. WHEN TEAM MEMBERS ARE MADE TO FEEL LIKE ALL THEY CAN DO IS FAIL, THEY WON T TRY TO SUCCEED.

21 Outcome of Research Executives defined the strategic vision for Q&S with a clear values The leadership programme was evaluated to ensure the strategy was affective in changing the behaviour of leaders within the organisation. A cultural survey tool was used to evaluate the current climate within the organisation. Governance had a higher profile & lessons learnt through triangulation meetings with claims, complaints & incidents. A staff engagement strategy has been implemented to get better clinical engagement in decision making.

22 What is engagement? Engagement is a heightened emotional or intellectual connection that a person has for their work, organisation, manager or co-workers that in turn influences them to apply discretionary effort to their work.

23 Transforming the Culture People can be trusted Everyone has a contribution to make Complex problems should be handled at the lowest level Norms are flexible adapting to changing environment Superiors are coaches, mentors, models

24 Levels of maturity- Safety Culture A. Why waste our time on safety? B. We do something when we have an incident C. We have systems in place to manage all identified risks D. We are always on the alert for risks that might emerge E. Risk management is an integral part of everything that we do

25 Leaders act as change agents to develop safety culture Primary Mechanisms Focus attention React to crisis Act as role model Allocate resources Establish hire/fire criteria Formal statements Secondary Mechanisms Design systems & Policies Design organisational structure Design facilities Stories, legends & myths

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27 Key elements of performance H&S issues clearly established, with clear understanding of what is required & outcomes, priority given to safety & staff wellbeing. Organisational learning following incidents evaluated, actions implemented. Communication about safety issues are clear through briefings, tool box talks, monthly bulletins, intranet site & structured meetings. Staff education & training about leadership & governance affectively integrated, all projects align to vision of the organisation.

28 Summary The type of leadership style preferred is transformational. Discussed behaviour, culture & why we need to question our own values. Culture is often difficult to define but directly influences H&S outcomes. Organisation require clear vision to ensure it is aligned to a leadership behaviours & preferred performance programme. Leaders behaviour influences safety at all levels.

29 Any Questions

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