2/17/2015

1

Eddie Greer, CSP, OHST, STS

Board of Certified Safety Professionals

March 17, 2015

Indiana Safety & Health

Conference

“ I will

prepare

and

perhaps

my time

will come”

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2

LEADERSHIP…

Inspiring others to exceed their

perceived talents through guided

empowerment and being enabled.

Attract followers

Rally people to a better

future

Knowledge in not enough

You MUST understand

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*BLS 2012

Policies Procedures

Work

Practices

Safety Climate

PLAN,

PLAN,

PLAN

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INFLUENCE IS KEY

Competence

Communication

Compassion

Character

Connection

Commitment

Courage

Credible

Culture

Culture and Leadership

The creation of a desired culture requires leadership to have a vision

of the desired culture and to be active in communicating and selling

that vision to the organizations members.

Primary mechanisms by which leadership may install the desired

culture.

What leaders pay attention to, measure, and control on a

regular basis.

How leaders react to critical incidents and organizational crisis.

How leaders allocate resources.

Deliberate role modeling, teaching, and coaching.

How leaders allocate rewards and status.

How leaders recruit, select, promote, and communicate.

8

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Leadership establishes

the culture

Culture drives safety

Brad Giles, PE, CSP, STS

Sr. VP – AECOM

1933-1936

$36,000,000

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ANALYZE

Determining where you are in your

leadership quest?

○ Where am I right now?

○ How do I get where I want

to be?

○ Question others – Ask for

honest and sincere

feedback.

LEADERSHIP ANALYSIS

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VISUALIZE

○ Determine the best

course of action

Who do I want to be

like?

Who do I NOT want to

be like?

See yourself as

successful.

What’s my blueprint?

LEADERSHIP ANALYSIS

SCRUTINIZEEvaluate yourself for

strengths and

weaknesses.

○ What steps are

you taking?

○ Are you

ACTUALLY doing

something

proactive?

○ Be TRUTHFUL

with yourself.

LEADERSHIP ANALYSIS

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ACTUALIZE

Implement proactive

changes to improve

your leadership

characteristics.

○ What things are

encouraging or

tearing you down?

○ Develop an action

plan to keep you

positive and on

track.

LEADERSHIP ANALYSIS

Characteristics of Admired

Leaders… Honest

Forward-Looking

Inspiring

Competent

Fair-minded

Supportive

The Leadership Challenge

Kouzes and Posner

I

N

F

L

U

E

N

C

E

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Fundamental Leadership

Truths When people understand you, you get

their attention.

When people trust you, you earn their

loyalty.

When people know you really care, you

catch their hearts.

Powerful Leadership Words

What do you think?

I appreciate you!

Thank you.

We

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Dangerous Leadership word…

“You did a good job, BUT….”

NO PGA in Effective Leadership

Power – “I need to control”

Greed – “I want it all”

Arrogance – “I know it all”

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Leadership

ComparisonManagers

Hold people accountable

Outcome focused

Train

Speak first, then listen

Answer questions

Compliance driven

Mandate rules &

procedures

Leaders

Build responsibility

Focus on process

Educate

Listen first, then speak

Ask questions

Promote ownership

Set expectations

Transactional Transformational

Constructive• Communicates Expectation

• Monitors

• Reinforces Performance

Corrective• Reactive

• Something goes wrong

• Responds with consequences

Focus…• Future

• Developmental

• Inspire Employees

Results in:• Higher Performance levels

• Intrinsic values

• Links values and company vision

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Transactional

Leadership

Transformational

Leadership

Ethics Self-Interest, relationships &

fair play

Win-win, balances the

needs of all

Motivation Performance & rewards,

Explicit expectations

Vision and loyalty to the

leader & company

Scope of

Work

Performance and reward

equation

Go above and beyond for

the good of the group

Relationship Task-focused, reliable and

fair, not personal

Person-focused,

personally involved

Emphasis Getting the job done.

Failures are bad

Challenges old ways,

learn from failures

Communication Need to know basis for

what is expected

Big-picture and wants

opinions expressed

Employee

impact

Corrective and Constructive

methods

Generally preferred

method, low turn-over

“I lead best when I help others to go

where we’ve decided to go. I lead

best when I help others to use

themselves creatively. I lead best

when I forget about myself as a leader

and focus on my group – their needs

an their goals. To lead is to serve….to

give….to achieve together”

- Anonymous

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The quality of performance….

employee morale and retention,

performance, profitability, etc…

is a direct reflection of the

quality of leadership.

Evolution of Safety Focus

1950 to Today

26

1950 1960 1970 1980 1990 20132000

Focus

Identify, eliminate, or mitigate hazards

Focus

Organizational Issues,Training & education, selection of workers, contractors, safety systems

Focus

Role of social psychological issues “Safety Culture”

Events• BP Texas City – 2005• BP Deep Water

Horizon – 2010

Events• Bhopal – 1984• Chernobyl – 1986• Exxon Valdez – 1989

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Safety Culture Development—

Injury Rates“Zero is unrealistic.”

•Safety by natural instinct

•Compliance as the goal

•Delegated to safety manager

•Lack of management involvement

Reactive

Inju

ry R

ate

s

Safety Culture Development—

Injury Rates“Zero is difficult.”

Management commitment

Condition of employment

Fear/discipline

Rules/procedures

Supervisor control, emphasis, and goals

Value all people

Training

DependentReactive

Inju

ry R

ate

s

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Safety Culture Development—

Injury Rates“Zero is attainable.”

Personal knowledge,

commitment, and standards

Internalization

Personal value

Care for self

Practice and habits

Individual recognition

Dependent IndependentReactive

Inju

ry R

ate

s

Safety Culture Development—

Injury Rates “Zero is sustainable.”

Help others to conform

Others’ keeper

Networking contributor

Care for others

Organizational pride

Dependent IndependentReactive Interdependent

Inju

ry R

ate

s

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Health of Your Culture…

Employees treated with dignity &

respect?

Is management trustworthy?

Are opinions both solicited and valued?

Is there equity in accountability?

Entry level to board room???

Do employees feel appreciated?

Inter-dependent

Conclusion

Enhanced proactive and positive leadership

behavior in safety is the next step.

Dependent IndependentReactive

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Characteristics of Effective

Leaders… They care.

They believe

They are fair. No double standards

They expect… and will only accept

excellence!

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l Challenge the processl Search out challenging opportunities to Change,

Grow, Innovate & Improve

l Inspire a shared visionl Envision an Uplifting and Workable Future

l Enable others to actl Enlist others in common vision – Values, Interests,

Hopes and Dreams

l Model the wayl Build a TRUSTING Relationship

l Encourage the heartl Make it Real

l Actively Care

A GOOD leader takes people

where they want to go.

A GREAT leader takes

people where they don’t

want to go but NEED to go.

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Effective Leaders

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WHY

CERTIFICATION?

What is Certification?

Voluntary process

Sets standards

Evaluates individuals against standards

Awards certification and use of mark

Requires continuing professional development

It is not…

A license to practice

Permanent

Membership

Certificate of completion

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Certification Benefits General

Raises bar and levels playing field

Provides a benchmark of professionalism

Can affect: pay, responsibility, promotions, jobs,

contracts, etc.

Safety Professionals

Personal satisfaction (met standard of peers)

Peer recognition

Pay and ability to compete

Qualify for work and promotions

Certification Benefits Employers

Prescreens candidates for employment

Public benchmark

Public image

Leading indicator of professionalism

Government Agencies

Qualification in contract solicitation

Qualification for task performance

Higher public assurance on competency

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Certification vs. Certificate

Certification Certificate

Results from an assessment process Results from an educational process

Typically requires some amount of professional

experience

For new comers and experienced professional alike

Awarded by a third-party, standard-setting

organization

Awarded by training and educational programs or

institutions

Indicates master/competency as measured against a

defensible set of standards, usually by application or

exam

Indicates completion of a course or series of courses

with a specific focus; is different than a degree granting

program

Standards set through a defensible, industry-wide

process (job analysis/role delineation) that results in

an outline of required knowledge and skills

Course content set a variety of ways (faculty committee;

dean; instructor; occasionally though defensible

analysis of topic care)

Typically results in a designation to use after one’s

name; may result in a document to hand on the wall

or keep in a wallet

Usually listed on a resume detailing education; may

result in a document to hand on the wall

Has on-going requirements to maintain; individual

must demonstrate knowledge of content; holder

must demonstrate he/she continues to meet

requirements

Is the end result; individual may or may not

demonstrate knowledge of course content at the end of

a set period in time

Many are accredited, but some are simply purchased!

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Would you personally hire?

An accountant without CPA certification

An engineer without a P.E. certification

A doctor, nurse, lawyer, or teacher

without board certification

A safety practitioner to protect your

workforce without board certification

National and International

Accreditations International Accreditation

American National Standards Institute (ANSI) 17024

○ CSP only

National Accreditation Institute for Credentialing Excellence

○ National Commission for Certifying Agencies (NCCA) All current BCSP certifications

○ Council of Engineering & Scientific Specialty Boards (CESB) CET/CIT

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Accreditation Standards

Governance

Nominations/Elections

Peer participation

Public participation and interests

Financial Disclosure

Stability and financial condition

Where does the money go?

Fairness to Candidates

Accreditation Standards

Examinations

Validity

○ Role Delineation for content validity

Reliability

Passing scores

○ Provide all candidates an equal chance

Recertification

Independence from preparation

Management systems

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CERTIFICATION

VALUE

Value PERSONAL

○ Enhanced self image

○ “It made me learn the subject matter.”

○ Sense of accomplishment

○ More compensation

○ Promotion

PEERS

○ Met a peer-based professional

standard

○ Society membership level

○ Leadership opportunities

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Value

EMPLOYER

EMPLOYMENT

PUBLIC

Demonstrates commitment to safety

Assurance of practice knowledge

Selection

Promotion and responsibility

Pay increase, bonus

Award

Compete for positions/promotions

Compete for contracts

Reliable performance

Credibility

Certification Career Value

Certification Avg. Salary Total for 20 Yrs ∆

CSP $107,788 $2,155,760 N/A

OHST $82,918 $1,658,360 ($497,400)

CHST $83,620 $1,672,400 ($483,360)

No Safety Cert $80,000 $1,600,000 ($555,760)

Based on 2012 Survey Data

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Charlie Plumb ????

Whose parachute

are YOU packing?

Who is packing

YOUR parachute?

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Have a Great Career!!