INFLUENTIAL LEADERSHIP SKILLS IN MANAGING …€¦ · KEY OSH LEADER ATTRIBUTES • Trustworthy •...
Transcript of INFLUENTIAL LEADERSHIP SKILLS IN MANAGING …€¦ · KEY OSH LEADER ATTRIBUTES • Trustworthy •...
© 2019. ALL RIGHTS RESERVED.
AMERICAN SOCIETY OF SAFETY PROFESSIONALS (ASSP)
4-Hr CERTIFIED COURSE
INFLUENTIAL LEADERSHIP SKILLS IN MANAGING OCCUPATIONAL SAFETY &
HEALTH (OSH)
Presented by:
Joel N. Tietjens, CSP, CSHM, FASSP T-JENS & T-JENS, INC.
Spring, TX Monday, August 12, 2019
SEMINAR OUTLINE 1:00 PM – 5:15 PM
1. Principles of Leadership 2. Communicating the Value of OSH 3. Visioning & Strategic Planning 4. Ethical Decision-Making 5. Influencing Change 6. In Summary
LEARNING OBJECTIVES
• Lead organizational OSH by applying the principles of leadership, participating in
strategic thinking & planning, & determining the best OSH model that would benefit
their organization.
• Exhibit the unique traits of successful leaders to inspire & influence their workforce
to safety performance improvement.
• Strengthen the connection with the OSH professional’s executive, middle, & line
leaders.
• Introduce new concepts in OSH management & leadership to their workforce.
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 2
© 2019. ALL RIGHTS RESERVED.
PRINCIPLES OF LEADERSHIP
INTRODUCTION TO LEADERSHIP
Leadership is not about a title or designation
It’s about impact, influence, & inspiration
WHY DO WE NEED LEADERS?
Nothing happens without leaders
Nothing begins without leaders
Nothing improves without leaders
Nothing develops without leaders
Nothing changes without leaders
Nothing progresses without leaders
Nothing succeeds without leaders
LEADERSHIP THEORIES
GREAT MAN THEORY
Author: Thomas Carlyle
Period: 1840’s
Premise: Leaders are born with leadership
Pro's
Starting point for the understanding which traits make great leaders
Con's
Leadership is a restricted community
No scientific validity
TRAIT THEORY
Author: Ralph M. Stogdill
Period: 1974
Premise: Leaders have innate traits & skills
Pro’s
Leaders can be identified
Con’s
Controversial whether traits are innate or developed
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 3
© 2019. ALL RIGHTS RESERVED.
TRAITS & SKILLS
BEHAVIORAL THEORY
Author: Two studies
Period: 1940’s, 1950’s
Premise: Leader behaviors
produces outcomes
Pro’s
Leaders can be identified
Con’s
Controversial whether traits are innate or developed
FIRST MAJOR BEHAVIORAL STUDY
Author: Ohio State University
Period: 1940’s
Premise: There are two groups of leaders
Task Oriented Leaders
Focus on organizational structure, the operating procedures (S.O.P.) & control
People Oriented Leaders
Focus on ensuring that the inner needs of the people are satisfied
SECOND MAJOR BEHAVIORAL STUDY
Author: Dr. Rensis Likert
University of Michigan
Period: 1950’s
Premise: There are three types of leaders
1. Task Oriented Leaders
2. People Oriented Leaders
3. Participative Leaders
CONTINGENCY THEORIES
(SITUATIONAL)
Author: Various
Period: 1960’s
Premise: No one leadership style exists.
Leadership is merely situational in nature
Pro's
Leadership is responsive to the situation
Con's
Difficult to pinpoint due to rapidly changing dynamics & subjectivity
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 4
© 2019. ALL RIGHTS RESERVED.
TRANSACTIONAL LEADERSHIP THEORIES
Author: Max Weber
Bernard M. Bass
Others
Period: 1970’s
Premise: Punishment & rewards motivate people
Pro's
Simplistic & leaders need no training. Tested by Pavlov & Skinner
Con’s
Presumes people are always motivated by rewards & punishments
TRANSFORMATIONAL LEADERSHIP THEORIES
Author: Various
Period: 1970’s
Premise: People are transformed through the inspirational
nature & charismatic personalities of leaders
Pro's
Emphasizes cooperation, ethics & community
Con’s
Over-enthusiasm for the leader may cloud the group's judgment
Some individuals may work better as individuals
LEADERSHIP STYLES
• AUTOCRATIC LEADERS (AUTHORITARIAN)
o Commands & controls the what, when & how
o Makes decisions alone without the input of others
o Possesses total authority
o Imposes their will on others
• DEMOCRATIC LEADER (PARTICIPATIVE)
o Engages others in decision-making
o Values the input of team members and peers
o Retains responsibility of making the final decision
• LAISSEZ-FAIRE LEADER (LET-DO, DELEGATIVE)
o Provides vision & then stands back
o Does not directly supervise work
o Rarely provides feedback
• CHARISMATIC LEADER
o Creates energy & eagerness into people
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 5
© 2019. ALL RIGHTS RESERVED.
o Well liked
o Inspires people
o Appeals to emotions
• SERVANT LEADER
o Values people &
o their opinions
o Helps people attain their goals
o Positions themselves as a tool to help others succeed
o Acts with humility
• TRANSACTIONAL LEADER
o Sets goals
o Clearly defines expectations
o Followers agree to follow the direction
o Uses rewards & punishments to get tasks accomplished
o Monitors progress
• TRANSFORMATIONAL LEADER
o Motivates
o Maintains high visibility
o Focuses on the big picture
o Delegates smaller tasks to the team
o Enhances outcomes through communication
• SITUATIONAL LEADER
o Selling style - convincing followers to buy into their ideas
o Participating style - group plays active role in the decision-making
o Delegating style - group makes the majority of decisions
THE EMERGING STYLES
• AUTHENTIC LEADER
o Knows who they are
o Knows what they believe in & value
o Acts on their values & beliefs openly & candidly
o Builds trust among followers
o Demonstrates ethical behaviors
• SOCIALIZED-CHARISMATIC LEADER
o Conveys the values of others vs self
o Models ethical conduct
o Under current research
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 6
© 2019. ALL RIGHTS RESERVED.
DEVELOPING PERSONAL LEADERSHIP QUALITIES
JOHN MAXWELL - LEADERSHIP GURU
INDISPENSABLE QUALITIES OF LEADERS
• Character - Do your words match your actions in adversity situations?
• Charisma - Are people attracted to follow you & your vision?
• Commitment - Is what you believe embedded in your heart?
• Communication - Is your communication focused to produce action?
• Competence - Are you doing things every day to build your competence?
• Courage - Are you willing to make unpopular decisions or take unpopular
positions?
• Discernment - Can you get to the root of the problem quickly?
• Focus - Do you purposefully focus your time & resources or do you mainly “fight
fires”?
• Generosity - Are you continually doing things for others who cannot repay you?
• Initiative - Are you constantly looking for things to improve or OK with the
status quo?
• Listening - Do you purposefully dedicate time for listening to people’s needs &
desires?
• Passion - Do others clearly see & comment on your passion?
• Positive Attitude - Do others see you as being a positive inspiration or a Debbie
Downer?
• Problem Solving - Do you consciously look for problems to solve or do you try
to steer clear of them?
• Relationships - Do people desire to be around you & do you desire to be around
people?
• Responsibility - Do you feel you are a victim of circumstance or do you take
responsibility for your actions?
• Security - Do you clearly know & understand your strengths & weaknesses?
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 7
© 2019. ALL RIGHTS RESERVED.
• Self-Discipline - Are you able to maintain total focus on what is truly important
or are you easily distracted?
• Servanthood - Have you done something yesterday to help someone else
succeed?
• Teachable - Do you feel that you have learned all that there is to know?
JOHN MAXWELL LEADERSHIP GURU
JACK WELCH – FORMER CEO, GE
WHAT WINNING LEADERS DO
• Leaders relentlessly upgrade their team
• Leaders make sure people see, live & breathe the vision
• Leaders get into everyone’s skin exuding positive energy & optimism
• Leaders establish trust with candor
• Leaders have the courage to make unpopular decisions
• Leaders push & probe with curiosity that borders on skepticism
• Leaders inspire risk taking & learning by setting the example
• Leaders celebrate
KEY OSH LEADER ATTRIBUTES
• Trustworthy
• Inquisitive
• Responsive
• Inclusive
• Flexible
• Focused
• Big picture oriented
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 8
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• Influential
• Work to live
• Highly persuasive
• Persistent
• Positive
• Thick-skinned
• Non-compromising
• Candid
• Accept responsibility
• Non-political
• Highly ethical
QUICK LEADERSHIP KILLERS
• Misunderstanding your role
• Failing to communicate expectations often
• Being too “hands-off”
• Being too “hands-on”
• Misapplying motivation
• Surrounding yourself with losers
• Consumption with details
• Inordinate focus on problem children
COMMUNICATING THE VALUE OF OSH TO THE ORGANIZATION &
LEADERSHIP DEFINING OSH VALUE
• Noun
o the importance, worth, or usefulness of something
o a person's principles or standards of behavior
• Verb
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 9
© 2019. ALL RIGHTS RESERVED.
o the monetary worth of (something)
DEFINING VALUE – INJURY COSTS
• Wage loss for injured
• Benefit loss for injured
• Wage loss for extended family
• Benefit losses for extended family
• Unrecovered costs for treatment and care
• Loss of consortium - Benefits derived by others dependent on injured
• Pain and suffering
DEFINING VALUE – CAPITAL COSTS
• Maintenance/repair of damaged equipment/machinery
• Expedited depreciation of damaged equipment/machinery
• Removal/disposal of damaged or redundant equipment/machinery
• Loss/removal/disposal of damaged raw material or product
• Clean up and/or maintenance
• Equipment/machinery rental
• Purchase of new equipment/machinery
• Installation of new equipment/machinery
• Other workplace modifications
DEFINING VALUE – ADMINISTRATIVE COSTS
• Managing the incident scene
• Investigating the incident
• Filing reports & managing the claim
• Dealing with inspectors & stop work orders
• Managing return to work or modified work
• Developing new work procedures
• Retaining external OSH services
• Consultants, engineers etc.
• Developing - implementing communications activities
• Promoting, awareness & prevention efforts
• Developing - implementing prevention measures
• Negotiating/working with union or workers
DEFINING VALUE – WORKER COSTS
• Higher absenteeism
• Higher turnover
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 10
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• Overtime - Cover productivity shortfalls
• Wage supplements, e.g. hazard pay
• Rescheduling/reassigning staff
• Replacement worker recruitment
• Replacement worker training
• Wage/benefits of replacement worker
DEFINING VALUE – HUMAN & SOCIETAL COSTS
• Loss of consortium to society from injured
• Loss of consortium to society from affected organization
o Jobs
o Taxes
o Philanthropic
• Added burdens on company healthcare system
• Added burdens on social insurance programs
• Incident responder unrecovered costs
• Incident responder hazard exposure costs
DEFINING VALUE – INSURANCE COSTS
• Insurance premium increases
• Deductible payments
• Loss of insurance
• Costs for replacement coverages
• Penalties/surcharges e.g. - State Insurance Fund
DEFINING VALUE – PRODUCTION COSTS
• Loss of skilled/productive worker
• Replacement worker not as productive/may produce lower quality product or
service
• Reduced productivity of injured worker upon return
• Low worker/co-worker morale - Lower productivity/quality
• Loss of production/business interruption - Associated with an incident
• Damaged equipment/materials leading to rejected products
DEFINING VALUE – PRODUCT SALES
• Impact on current sales in the pipeline
o Order cancellations
o Inability to meet delivery schedules
• Impact on future sales
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 11
© 2019. ALL RIGHTS RESERVED.
• Impact market share
• Impact on suppliers
• Impact on brand
DEFINING VALUE – REPUTATION COSTS
• Attractiveness to potential employees declines
• Retention of existing workers
• Attractiveness to potential workers
• Retention of existing customers
• Attractiveness to potential customers
• Overall corporate image
• Public trust/confidence
• Impact on society
• Relationships with government regulators
• Media… YIKES!!!
DEFINING VALUE – STOCK PRICE VALUATION
• Impact on current stock valuation
• Impact on current dividends
• Impact on future dividends
• Impact on current stock sales
• Impact on future stock sales
DEFINING VALUE – LEGAL LIABILITY
• Fines, penalties, e.g. -
o Shutdown orders
• Unbudgeted cost associated with immediate compliance
• Litigation & settlement costs from injured parties
• Expert witness fees
• Compensatory damages
o For actual monetary losses
• Punitive damages
o To deter further actions
• Supply chain contractual exposures & lawsuits
• Others exposed lawsuits, e.g.
o Fishing industry in Gulf of Mexico with BP
• Product recall costs
• Product recall delay penalties
DEFINING VALUE – OTHER LOSSES
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 12
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• Intellectual capital
o Lost knowledge & property losses
• Human capital
o Lost employees, skills, abilities,
experience, intelligence, health & productivity
• Social & relationship capital
o Lost relationships between communities,
stakeholders etc.
OSH NON-FINANCIAL VALUE
CREATING NON-FINANCIAL OSH VALUE
Organizational leaders need to
• Define moral obligations
• Establish ethical boundaries
• Communicate OSH as organizational investment vs cost burden
OSH leaders need to
• Use strategic thinking-planning methods to create defined value
• Measure success & failures in defined value formats
• Continually communicate non-financial impact
• Facilitate non-financial OSH impact is used in decision-making
IMPACT OF OSH VALUE
OSH VALUE- BP FOR HORIZON GULF SPILL INCIDENT
• 11 workers killed
• $5.5 billion for federal Clean Water Act penalties
• $8.1 billion for natural resource damage
• $4.9 billion to Gulf states
• $1 billion to several hundred local governmental bodies
• 11 felony manslaughter charges which BP pleaded guilty
• BP has estimated its total cost for the disaster at $54.6 billion
OSH VALUE - GM’S IGNITION SWITCH RECALL SCANDAL
• 124 killed, 275 injured
• Through Dec. 2015
• $2.8 billion in recall costs thus far
• $35 million penalty to NHTSA
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 13
© 2019. ALL RIGHTS RESERVED.
• $1.54 billion for deceased
• $456 million for injured
• $900 million settlement to U.S. DOJ for criminal charges
• ??? loss of net income compared to previous years
• ??? for class action & individual lawsuits pending
THE COST OF THE IGNITION SWITCH WAS $0.57
OSH VALUE - NFL CONCUSSION PROBLEM
• 3 in 10 players may develop Alzheimer's or dementia
• Lawsuit #1
o Covers 20,000 former players
• $1 billion settlement thus far
o Upheld on appeal
• 200 former players opted out
o Can sue separately
• Others huge lawsuits for sure
• NHL, NASCAR next in line
OSH VALUE - TAKATA CORPORATION
• Defective air bags identified in 2004
• 287.5 million defectives sold to Honda, Mercedes-Benz, Ford, Saab, VW, Audi
• Denied problem for years
o Stonewalled investigations
• 8 deaths and hundreds of injuries from shrapnel
• $24 Billion outlay expected
o Potential bankruptcy for Takata
• NHTSA fines of $70 Million imposed
o Up to $130 Million more if they don’t comply with recall orders
• Significantly tarnished reputations for car companies
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 14
© 2019. ALL RIGHTS RESERVED.
UNDERSTANDING WHAT DRIVES BUSINESS LEADERS
SO… HOW ARE YOU & OSH HELPING THEM TO DO THIS?
ENGAGING LEADERS
Do
• Engage them!!!!
• Keep it short & sweet
• Advise how it will help them… Personally
• Be action oriented… Specifically how you plan to help them
• Frame it as “you need their help” too
• Be specific about the help you need from them, e.g. Stronger accountability
• Show that you are already working on it… with them
• Create a sense of urgency to avoid the dreaded “tabled decision”
• Show them how it will be measured
Don't
• Over-promise
• Promise & not deliver
A FINAL WORD ON VALUES
Jack Welsh on Winning
1. Defined organizational values are not much good unless backed up
2. To make values really mean something, companies have to
Grow the business
Attract & retain customers
Minimize business costs
Continuously improving organizational productivity
Effectively manage business risks
Maintain & continuously improve quality
Protect the business reputation
Be recognized for their success
Save their own hide
FATTEN THE WALLET
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 15
© 2019. ALL RIGHTS RESERVED.
o seriously reward people who exhibit them & punish those who don’t
THE MOST IMPORTANT BOTTOM LINE
• Work the business case…
but don’t lose focus on what OSH is all about
• Remember…
there is much more to OSH than economics
VISIONING & STRATEGIC PLANNING
STRATEGIC PLANNING DEFINED
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 16
© 2019. ALL RIGHTS RESERVED.
STRATEGIC PLANNING
4 FUNDAMENTAL QUESTIONS STRATEGIC PLANS ANSWER
• Where are we now?
• Where are we going?
• How will we get there?
• How will we measure our progress?
GREAT STRATEGIC PLAN ATTRIBUTES
• Purpose Driven
o Based on a real executable mission
GREAT STRATEGIC PLAN ATTRIBUTES
• Integrated
o Each element supports the next
o Objectives are clearly connected to goals
GREAT STRATEGIC PLAN ATTRIBUTES
• Systematic
o Not one big document
o Small executable parts
GREAT STRATEGIC PLAN ATTRIBUTES
• Dynamic
o Must be revised frequently
GREAT STRATEGIC PLAN ATTRIBUTES
• HOLISTIC
o All areas of the organization are impacted
o But implementation is surgically focused
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 17
© 2019. ALL RIGHTS RESERVED.
STRATEGIC MANAGEMENT
STRATEGIC MANAGEMENT DEFINED
• Assuring that the right people & resources are in place to implement the plan
o Assignments are made - Closely monitored
o Accountability is executed - And so are some!
STRATEGIC OSH MANAGEMENT BEGINS WITH
• Challenging the status quo - Good performance is not good enough
• Accepting responsibility - For what can’t be controlled
• Relentlessly inspiring change - To create continuous improvement
• Creating - A sense of urgency and vulnerability
• Setting a high bar - For attaining safety performance excellence
• Paralyzing resistance - With persistence
STRATEGIC PLANNING - THE NEXT LEVEL ORGANIZATIONAL RISK BARRIERS
ORGANIZATIONAL RISK BARRIERS
o are not typical unsafe acts or conditions
o These barriers are found much deeper!
ORGANIZATIONAL RISK BARRIERS
• Organizational Risk Barriers can be:
o visible & hidden
o operational or decision based
• So… to attain OSH performance excellence… you must look beyond the obvious
HOW ORGANIZATIONAL RISK BARRIERS INFLUENCE
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 18
© 2019. ALL RIGHTS RESERVED.
SIGNIFICANT ORGANIZATIONAL BARRIERS
• Production output
• Externally driven
• Financial
• Contractor
• Purchasing
• Personnel-staffing
• Worker self-imposed
• Role alignment
• Accountability
• Safety Governance
• Overconfidence
• Risk acceptance
• Ethical
• Psychological
• Political – Dead silence
• Goal conflict
• Communication
• Managerial denial
• Managerial ignorance-arrogance
DECISIONS
• In many cases the decisions of leadership (or lack thereof) ultimately lead workers
down the path of no return
WHERE DECISION-MAKING GETS MESSY
Striking the balance between… No Risk vs Reasonably Acceptable Risk
What dictates the correct decision?
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 19
© 2019. ALL RIGHTS RESERVED.
• Personal risk perception - All over the place
• Legal parameters - Perceived grayness vs. black & white
• Costs vs benefits - Tough to determine
• Ethical climate boundaries - Somewhat undefined
• Organizational risk tolerance climate - Historically influenced
Adapted from Dr. Jan Wachter
DECISION-MAKING INFLUENCERS
• Corporate Survival
• Morals
• Values
• Ethics Climate
• Lack of Courage
• Group Think
• Self-Preservation
ETHICAL DECISION-MAKING
ETHICAL DECISIONS
POSITIVE IMPACT OF ETHICAL DECISIONS
• Protect the company’s reputation
• Build customer confidence & trust
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 20
© 2019. ALL RIGHTS RESERVED.
• Grow & retain customers
• Attract & retain top talent
CHALLENGES TO ETHICAL BEHAVIOR
• External pressures
• Self-Imposed pressures
• Ignorance
NEGATIVE CONSEQUENCES OF UNETHICAL DECISIONS
• Criminal charges &/or fines
• Lawsuits
• Ruined careers
• Injured organization reputation
• Wasted time
• Low morale
• Recruiting difficulties
• Oppressive legislation
• Fraud & scandals
THE STAKEHOLDERS
• Employees
• Stockholders
• Customers
• Vendors & contractors
• General Public
• You, Your family
• Others who you touch
ETHICAL DECISION-MAKING REQUIRES
• Commitment
o The desire to do the right thing regardless of the cost
• Consciousness
o The awareness to act consistently & apply moral convictions to daily
behavior
• Competency
o The ability to collect & evaluate information, develop alternatives, &
foresee potential consequences and risks
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 21
© 2019. ALL RIGHTS RESERVED.
SIMPLE ETHICS DECISION-MAKING MODEL
• Define the ethical dilemma
• Assure it is based on verified facts
• Develop solutions
• Make the decision
• Review the decision with others who you trust & do not benefit
• Monitor the solution for intended results
• Modify if necessary
INFLUENCING CHANGE
IN OSH… INFLUENCE IS AT THE CORE OF EVERYTHING
In OSH… there are few skills more important than the ability to influence others…
& alter their attitudes & behaviors
INFLUENCE DEFINED
• The capacity to have an effect on the character, development, or behavior of
someone or something
OSH INFLUENCE IN ITS SIMPLEST FORM INFLUENCING LINE MANAGEMENT
• Organizational Leadership (not OSH) is used to influence (inspire) others
• Influence is applied to change behavior
• Behavior is aimed at attaining a shared goal
• The goal is attained if the Organizational Leadership was effective
INFLUENCING LINE MANAGEMENT
• We can never expect anyone to engage in a desired behavior…
unless we give them a meaningful reason to do so!
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 22
© 2019. ALL RIGHTS RESERVED.
7 REASONS WHY LINE MANAGERS DON’T ACCEPT RESPONSIBILITY FOR OSH...
• Believe production is more important
• No assigned responsibility, thus no authority
• No measurable performance objectives
• No performance accountability
• No resources allocated
• OSH professionals continue to do Line management’s job
• Senior manager resolves not demonstrated
o Most important!
Line managers need to be “SOLD” on their OSH responsibilities, but they will only
“BUY” if they see something in it
The BOSS needs to do the selling… NOT OSH PROFESSIONALS!
LINE MANAGERS WILL DO
• What they are getting measured on
• What they feel they can control
• What they will get rewarded for doing
• What they feel is important to their management
WAYS TO GET LINE MANAGERS MOTIVATED
• Work group performance accountability
• Worker action accountability
• Regulatory infraction accountability
• Continued employment opportunity
• Accident cost budget chargebacks
• Career growth limitations
• Public peer comparisons-humiliation
OTHER WAYS TO GET LINE MANAGERS MOTIVATED
• On-going subordinate feedback. 360’s
• Recognition & rewards for good performance
• Leading by example
• Personal involvement in serious situations
• Training & education
• Assigned responsibility in job description
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 23
© 2019. ALL RIGHTS RESERVED.
YOUR KEYS TO INFLUENCING LINE MANAGEMENT
• Branding yourself as the expert… the “go-to person”
• Lining up key “sponsors” who support you
• Communicating with confidence, conviction & passion
• Being willing to discuss the pros & cons of your position
• Focusing on what you have in agreement
• Answering the “what is in it for me” questions
• Listening with both ears to understand & empathize
YOUR KEYS TO INFLUENCING LINE MANAGEMENT
• Focusing on solutions, not positions
• Being willing to compromise… But not your values
• Being consistent… In words & actions
• Being likable & respectable
• Being patient
• Maintaining a positive disposition
INFLUENCING THROUGH MOTIVATION
MOTIVATION
• The forces that can initiate, guide, & maintain our behaviors
o Biological
o Social
o Emotional
o Cognitive
INCENTIVE MOTIVATION THEORY
• People are motivated to do things because of… external rewards
INSTINCT MOTIVATION THEORY
• People act instinctively… as a result of how we evolved
DRIVE MOTIVATION THEORY
• People take certain actions… to reduce the internal tension caused by unmet
needs
AROUSAL MOTIVATION THEORY
• People take certain actions… to either decrease or increase levels of arousal
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 24
© 2019. ALL RIGHTS RESERVED.
HUMANISTIC MOTIVATION THEORY
• People have cognitive reasons to perform various actions
o e.g. Maslow’s Hierarchy of Needs
EXPECTANCY MOTIVATION THEORY
• People formulate different expectations… about what will happen
INFLUENCING THROUGH TRUST BUILDING TRUST
• At the core of influence is TRUST… NOT MANIPULATION
• People believe those who they like, respect as authorities & trust as experts
5 BASIC PRINCIPLES OF TRUST
• Mistrust drives out trust
• Trust begets trust
• Trust can be regained
• Mistrusting groups self-destruct
• Mistrust generally reduces productivity
3 CATEGORIES OF INDIVIDUAL TRUST
• Deterrence - Based trust
o Based on fear of reprisal if the trust is violated
• Knowledge - Based Trust
o Based on behavioral predictability that comes from past interaction
• Identification - Based Trust
o Based on a mutual understanding of each other’s intentions & desires
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 25
© 2019. ALL RIGHTS RESERVED.
3 CATEGORIES OF ORGANIZATIONAL TRUST
• Strategic Trust
o Organization's mission & success strategy is trustworthy
• Procedural Trust
o Organization's policies are fairly administered
• Personal Trust
o Managers & workers are fair to each other
MAJOR DESTROYERS OF ORGANIZATIONAL TRUST
• Inconsistent application of policies, procedures, rules
• Inconsistent in decision-making & actions
• Limited or no communication
• Intentional misinformation
• Unaddressed ethical breaches
MODELING TRUST
• Integrity… honesty & truthfulness
• Competence… technical knowledge & skills
• Credibility… communication of professional limitations
• Consistency… reliability, predictability, & good judgment
• in handling situations
• Loyalty… willingness to protect & save face for another person
• Openness… ability to demonstrate candor
• Intimacy… recognizing other’s sensitivities
• Orientation… focus on others concerns vs. yours
INFLUENCING THROUGH ROLE ALIGNMENT
THE ROLES OF MANAGERS, SUPERVISORS & OSH PROFESSIONALS
FOR MAXIMIZING OSH PERFORMANCE
MANAGEMENT RESPONSIBILITY… EVERYONE IS NOT RESPONSIBLE FOR OSH
Management is responsible for managing the OSH process
Management is accountable for results
Employees are responsible to perform according to management’s directives
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 26
© 2019. ALL RIGHTS RESERVED.
ROLES
• Without proper role delineation & execution, OSH performance can be
managed… BUT NEVER MAXIMIZED!
BROADLY SPEAKING
• Senior Managers
o Create the vision for OSH excellence
• Middle Managers
o Facilitate the execution of the vision
• First Line Supervisors (Line Managers)
o Execute the vision
• OSH & Staff Professionals
o Assist all levels in successfully executing & monitoring the execution of the
vision
OSH EXCELLENCE
Achieving OSH Excellence… has always been about changing behavior!
Proper management behaviors will produce desired supervisory & employee behaviors
OSH PERFORMANCE
OSH performance excellence equates to how well management & supervisors
influence the behaviors of their workers…
& IT’S NO DIFFERENT THAN ANYTHING ELSE!
ALIGNING ROLES
• Job descriptions
• Performance contracts
• Establishing leading & trailing indicator performance measures
UNDERSTANDING, ACCEPTING & EXECUTING ROLES
• Training on roles & key activities
• Training on execution of roles
• Ongoing assistance provided by OSH & other staff
MEASUREMENT OF ROLE EXECUTION
• Setting attainable leading performance indicators
• Setting attainable trailing performance indicators
• Constant measurement
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 27
© 2019. ALL RIGHTS RESERVED.
• Continual feedback
ESTABLISHING ACCOUNTABILITY & OWNERSHIP
• Performance Reviews
• Salary Weighting
• Salary Increases
• Bonus System Weighting
• Promotion Assessment
• Employee Perception Surveys
• 360 Degree Reviews
INFLUENCING THROUGH CONFLICT RESOLUTION
WORKPLACE CONFLICT - TYPICALLY INVOLVES STRUGGLES BETWEEN PEOPLE
OVER
• Values
• Competition for status
• Power & scarce resources
SIGNS OF WORKPLACE CONFLICT
• Anger
• Disgruntled staff
• Low productivity
• High turnover
• Absenteeism
• Frequent ‘sick days’
• Dysfunctional meetings
• Bullying
COSTS OF WORKPLACE CONFLICT
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 28
© 2019. ALL RIGHTS RESERVED.
• Reputation
• Safety
• Loyalty
• Production
• Recruitment
• Replacement
• Litigation
• Time
• Money
3 ORGANIZATIONAL CONFLICT CULTURES
• Dominating organization
o Power struggles are the norm for resolving conflicts
• Litigating organization
o Fact-based contests are the norm for resolving conflicts
• Mediating organization
o Interest reconciliation is the norm for resolving conflicts
CONFLICT CAN BE PRODUCTIVE WHEN
• Used to create & innovate
• Formal dispute resolution systems
• are employed
• Viewed as an organization asset vs liability
• Improved solutions result from collaboration
CONFLICT RESOLUTION OPTIONS
• Avoidance
• Capitulation
• Suppression
• Accommodation
• Escalation
• Confrontation
• Problem solving
PROBLEM SOLVING OPTIONS
• Conciliation
o Neutral 3rd party assists disputants
• Arbitration
o Neutral 3rd party acts as judge
American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 29
© 2019. ALL RIGHTS RESERVED.
• Negotiation
o Parties confer to arrive at mutual solution
• Mediation
o Neutral 3rd person assists in negotiations
• Facilitation
o Neutral 3rd party assists in group discussions
IN SUMMARY
LEARNING OBJECTIVES
• Lead organizational OSH by applying the principles of leadership, participating in
strategic thinking & planning, & determining the best OSH model that would
benefit their organization.
• Exhibit the unique traits of successful leaders to inspire & influence their
workforce to safety performance improvement.
• Strengthen the connection with the OSH professional’s executive, middle, & line
leaders.
• Introduce new concepts in OSH management & leadership to their workforce.
END OF SEMINAR ADMINISTRATION
• Evaluations
• Personal Belongings
• Contact ASSP
o Phone: 847-699-2929
o Web: www.assp.org
For the American Society of Safety Professionals (ASSP)
Joel N. Tietjens, CSP, CSHM, FASSP
T-JENS & T-JENS, INC.
18803 Whitewood Drive, Spring, TX 77373-5613
Off: 281-353-3680 E-Mail: [email protected] Web: www.tjens.com