the key to Felt Leadership - Safety Services Manitoba · 2021. 1. 20. · the key to Felt...
Transcript of the key to Felt Leadership - Safety Services Manitoba · 2021. 1. 20. · the key to Felt...
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Supervision:the key to Felt LeadershipKirk Regular, Vale Canada, January 25, 2018
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Super Vision
Chart the course
“A felt leader sees more than others see, sees farther than others see and sees before others do.”
- Leroy Eims
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Learning objectives
• Describe the traits of a Felt Leader
• Describe the Supervisor activities which demonstrate Felt Leadership
• Confidently converse with peers and supervisors about the performance barriers to being a Felt Leader
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Factors of Felt Leadership
Team
Building
Work
Facilitation
SupportGoal
Emphasis
PE
OP
LE
TA
SK
Felt
Leadership
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Business model/leadership effect
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Inputs Outputs
Functioning effectiveness
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Leaders are guided by:
• Principles to establish direction – keeping the end in mind
• Values to set importance/priority
Leaders motivate the organization through demonstration of values and principles.
Actions speak louder than words
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The Supervisor as a Felt Leader
• Is present, visible, available and welcome
• Seeks first to understand, then to be understood
• Is credible and trustworthy
• Adds value
• Work contributes to strategic direction
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Has a Caring communication style:
• Authentic give-and-take interactions
• Open-ended questions
• Asks more than tells – team willingly contributes
• Safe and even ground for open communication
• On topic until resolution or commitment is obtained
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The Supervisor as a Felt Leader
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Levels of listening
• Passive
• Filtered or evaluative
• Able to repeat or summarize
• Reflect and understand feelings
• Mad
• Sad
• Glad
• Scared
• Embarrassed
• Jealous
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Task on active listening
• Need a volunteer to help!
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Task -listening for understanding
• Volunteer from the room?
• Speaker – selects a subject of interest (hobby, vacation, experience, etc.) and tells the listeners about it for two minutes
• Listeners – listen to the speaker without taking notes and then restates what the speaker said and reflects feelings
• Observer – monitors the process and keeps time. The observer comments on the effectiveness of the listener and reports any barriers that existed
Take fifteen minutes for the task
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Supervision the key to Felt Leadership
• Felt Leadership is the cause, rather than effect, of your position
• Self-reflection/self-observation
– true perspective
– emotional integrity
– confidence in decision-making
– clarifies “the big picture”
– makes a good experience a valuableexperience
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Supervision the key to Felt Leadership (2)
• The only thing your title will buy is TIME, to either:
– increase and enable your Felt Leadership; or
– undermine and limit it
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Three-step approach to Supervisory Felt Leadership
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1. Ensure mutual understanding by providing context and clear, engaging expectations
2. Seek progress updates
3. Follow-up on expectations, provide constructive, respectful and honest performance feedback
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Felt Leader focus
NOT blame
– identifies and understands any roadblocks to performance and takes action to remove them. “All work is within the boundaries”
Performance (process, quality, risk management)
– related discussions are not simply work-related discussions (outcome)
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Felt Leader traits
• Leads by example (Walks the Talk)
• Value-driven decisions(trustworthy, caring, honest, fair, courageous, respectful)
• Knows the operation – the required outcome and the quality processes to achieve it
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Felt Leader traits (2)
Risk management is made central to team business
• Discusses hazards – engages the team
• Anticipates risks
• Implements effective controls – work is completed with risk at ALARA (as low as reasonably achievable)
• Continually monitors team’s competence (knowledge, skill, attitude)
and effectiveness to manage risk
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Felt Leader traits (3)
Chronic Unease:
a team member does not have to prove it unsafe
Supervisor knows and proves that risk is at ALARA
Zero harm is the only acceptable outcome
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Supervision the key to Felt Leadership
• Leaders earn respect by:
• making sound decisions,
• by admitting their mistakes and take action to correct them
• by putting what’s best for their followers and the organization ahead of any personal agendas
“Followers may doubt what their leaders say but they usually believe what they do.”
- John Maxwell
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Supervision the key to Felt Leadership (2)
• Competence:
• the leader’s ability to say it, plan it and do it in such a way that others know that you know how – and that they want to follow you
• Maintaining a sense of vulnerability
• complacency built on past success blinds us to warning signs
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Supervisor as a Felt Leader
• Inspect often – observe intelligently
• Take immediate, effective corrective actions
• Investigate incidents – promote near-incident reporting
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• Maintains control – coach, counsel, recognizes other systems as required
• Knows the team and the team knows you
• Follows-up on commitments
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Supervisor as a Felt Leader (2)
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• Commitment precedes achievement
• Commitment is the enemy of resistance
The real measure of commitment is action
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Supervisor as a Felt Leader (3)
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Leadership
When people respect you as a person, they admire you
When people respect you as a friend, they care about you
When people respect you as a leader, they follow you
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“People don’t care how much you know until they
know how much you care.”
- John Maxwell
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The four supervisory failures:• Incomplete supervision
• Ineffective supervision
• Permitted occasions
• Negative promotion
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Incomplete supervision
Incomplete supervision occurs when risk is not managed because people
have not been provided clear, full, engaging expectations
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Incomplete supervision
• What are examples of incomplete supervision?
• What are the reasons for this to occur?
• Why would work start with poor instructions?
• What controls can be put in place to avoid this situation?
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Ineffective supervision
Ineffective supervision is when risk is not a ALARA because people do not
follow, cannot follow or do not understand the Supervisor’s expectations
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Ineffective supervision
• Why is it that people:
– Do not follow expectations?
– Cannot follow expectations?
– Do not understand expectations?
• What would a Felt Leader do to correct or prevent this situation?
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Permitted occasions
Permitted occasions are when a Supervisor permits people (their team) to
work in such a way or under such conditions that an incident
(or near incident) involving personal injury, occupational illness,
catastrophic process failure or environmental non-conformance are
likely outcomes
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Permitted occasions
• What are some of the reasons permitted occasions occur
• How can you, the Supervisor, manage these situations
• What do these occasions demonstrate about our values
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Negative promotion
Negative promotion is when a supervisor says or does something which is
harmful to the maturity of the organizations’ risk management culture
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Negative promotion
• What are examples of negative promotion
– actions?
– verbal?
• In what way does this affect the workplace?
• Felt Leaders control this situation by …?
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Not my Problem
I guess they’re right
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Supervisory tasks – opportunities & challenges to be a Felt Leader
Worksite visit
• Risk management
• Observations
• Conversations
• Standard setting
• Performance
evaluation
Incident management
• Reviewing work
– opportunities and challenges
• Reporting
– including near incident
• Investigation – getting to root
cause – completing corrective
actions
Start of shift
• Implementing the plan
– communicating it
• Providing expectations
• Assessing the team
End of day activities
• Team performance against
objectives
• Shift handover
• Building a plan
• Personal conduct reflection
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• Challenges to be the Felt Leader:
• Opportunities to be the Felt Leader:Start of shift• Implementing the plan –
communicating it• Providing expectations• Assessing the team
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• Challenges to be the Felt Leader:
• Opportunities to be the Felt Leader:Worksite visit• Risk management• Observations• Conversations• Standard setting• Performance evaluation
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• Challenges to be the Felt Leader:
• Opportunities to be the Felt Leader:Incident management• Reviewing work –
opportunities & challenges• Reporting – including near
incident• Investigation – get to root cause –
completing corrective actions
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• Challenges to be the Felt Leader:
• Opportunities to be the Felt Leader:End of day activities• Team performance against
objectives• Shift handover• Building a plan• Personal conduct reflection
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Mining Association of Manitoba Inc700-305 Broadway Avenue
Winnipeg, MB R3C 3J7
204 989 1890
www.mines.ca