Leading vs. Managing in Safety - ISNetworld
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Leading vs. Managing in Safety Bashir Zayid
Transcript of Leading vs. Managing in Safety - ISNetworld
Leading vs. Managing in Safety
Bashir Zayid
Leading vs. Managing in Safety Bashir Zayid CSM, EP
Safety Services Consultant RCI Safety
Ground Rules • Don’t Take Copious Notes • Ask Frequent Questions • Give Feedback • Active Thinking • Feel Free to Disagree • Share Examples
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P E A C E
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Presentation Notes
What is the meaning behind this? Acceptance of religions, backgrounds, beliefs, attitudes, traditions, orientations. Link to each of these aspects to the concept of the organizations and general culture. Explain the agenda for leadership and embedding who and what an organization is with safety. Just as attitudes, sexual orientations, and appearances are embedded within all individuals as something very natural, this is how safety should exist within ALL organizations. Every country, religion, and culture represented here desires the SINGLE need for peace among all individuals and across all regions of the globe. Every organization has a SINGLE common goal to keep all employees safe and allowing those individuals to go home the way they came to work.
Ground Rules
• Don’t Take Copious Notes • Ask Frequent Questions • Give Feedback • Active Thinking • Feel Free to Disagree • Share Examples
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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
Successful Organizations
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. 2014 (pg. 35)
• 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. 2014 (pg. 39)
Successful Organization (CEO’s Who “Get It”)
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Kimberly – Clark is known for paper products. Foundation for their business are brands like Huggies and Kleenex 58,000 employees in over 37 countries
• 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. 2014 (pg. 40)
Successful Organization (CEO’s Who “Get It”)
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.
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Really, equating senior leadership in an organization to using a halter to pull a goat? >>Change definition of lead.
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.
Attributes of a Leader
• Integrity • Trustworthy • Honest • Reasonable • Realistic • Approachable • Social
• Aware • Goal-oriented • Respectful • Humble/Sense of
Humility • Reliable • Open-minded • Accepting
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Everything I have read about a leading includes this list, but the most important attributes that I have ever read about are 1) Inspirational and 2) Has a vision and an ability to articulate that vision and then motivate and inspire to action. Talk about those items into trends of the Top 3 in the later slides.
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
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 Approachable o Awareness o Trustworthiness
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Feeling “different” or outside “the norm”. Immersing yourself into a crowd and being able to stand out.
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 Acceptance o Goal-Oriented o Sense of self-worth, and other’s self-worth
Nelson Mandela: 1918 – 2013
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.
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Top Leader attributes: - Inspiration and ability to articulate a vision.
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.
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A lot of people have made a career being effective and capable managers, but not leaders. I have met some who are dictators but most are very capable and dedicated to their processes and employees. >>Defend and describe the last line.
Attributes of a Manager
• Listener • Critical Thinker • Logical • Communicative • Speaker • Prepared • Goal-Oriented
• Resourceful • Interpersonal • Arranged • Accountable • Confident • Consistent • Positive, yet
realistic
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 Active listening o Effective speaking o Detail oriented
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 Time management o Problem-solving o Organized
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 Accepting o Prepared o Positive, yet realistic
Your Management Style
1,9 9,9
5,5
1,1 9,1
Concern for Task
Conc
ern
for P
eopl
e
The Country Club Team Management
Impoverished Produce/Task Management
Middle of the Road
(Reference: Samuel Gualardo, Corporate Safety Management, ASSE)
Each Management Style…
• Review Informational Sheet
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This document explains each management style in more detail. �
Safety Manager or Safety Leader?
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
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Step 1 to Safety Leadership – Follower-ship: Unselfish humility Unconditional commitment Obedient to your supervisors Demonstrates initiative Loyal to ALL Serves others first Step 2: Trust Building: Talk straight, be honest and truthful Treat everyone with respect, especially those who cannot help you. Create transparency Accept responsibilities for the bad stuff Apologize quickly and right wrongs; swallow your pride
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
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Step 2: Trust Building: Talk straight, be honest and truthful Treat everyone with respect, especially those who cannot help you. Create transparency Accept responsibilities for the bad stuff Apologize quickly and right wrongs; swallow your pride
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
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
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Establish Expectations: Leaders establish expectations and accountabilities for safety through clear vision and communication Engineering Support: Ensure that engineering concerns are handled as priorities designated in the hierarchy of controls Exemplary Behavior: - Leaders set a personal example of the behaviors required for the desired safety culture Educate Employees: Leaders provide education, training, and resources to ensure that employees are fully developed and prepared to contribute to safety excellence Enable Employees: Leaders grant employees authority, flexibility, and partnership once they are educated and properly placed to fulfill those characteristics. Encourage Employees: Leaders encourage everyone at all levels by positively reinforcing desired behaviors. They also encourage self-efficacy. “Self-efficacy is fundamental to proactive safety cultures [Blair 26(a)]” Evaluate Effectiveness: - Leaders measure and evaluate the effectiveness of their organizational strategies and make needed adjustments
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.
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.
Senior Leadership’s Influence on Safety Culture
• Behavior • Management effectiveness • Ability to lead and drive followers to success • Vision of safety
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”.
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
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Presentation Notes
A strong safety culture relies on the Senior leadership to drive the value of safety and integrate it into every element of the business. Referencing Zero Index by Colin Duncan “When you talk about safety make it personal. Leave behind the metrics based language of the boardroom and adopt the language of values. Rather than referring to ‘incident rates’ and ‘recordables’, talk about people getting hurt. REAL PEOPLE. How many people are hurt when you have an incident rate of 1.5? Tell personal stories that led you to your own personal value for safety. Your stories will convince people that you mean it and that your rhetoric is not just part of your annual incentive plan”.
Successful Organizations
For Further Information…
• Feel free to contact me at – [email protected] – 708.646.9996 – mobile
• Bashir’s Blog:
http://www.rcisafety.com/references/bashir-zayid's-blog
• OHS Online:
http://ohsonline.com/Blogs/The-OHS-Wire/2013/12/Making-a-Change-by-Means-of-Effective-Communication.aspx
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