Turning Research into Practice - Safety Leadership HSSE... · Turning Research into Practice -...

AMCHAM T&T 22nd ANNUAL HSSE CONFERENCE AND EXHIBITION : TECHNOLOGY . CULTURE . RESULTS

Turning Research into Practice -

Safety Leadership

Robin Tait

Taylor Clarke Ltd

[email protected]

+44 (0) 7738 217 757

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Introduction

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Safety Leadership Clients

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Wood. Plc – Oil & Gas Engineering

Rolls Royce Rotatives –

Aerospace Engineering

Chemring plc -

Defence

Low & Bonar – Industrial Textiles

Spirax Sarco – Steam Engineering

Massy Group –

Various…


Safety Culture &

the Leader’s

Role

Safety

Leadership

Programme


Safety Leadership Programmes Overall Aim

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Presentation Agenda

• Outline of what Transformational Safety Leadership (TSL) is about

• Explanation of the research it’s based on, including definitions of key terms

• Overview of the TSL programme & explanation of sample elements of it and what’s happened as a result

• What’s needed for Safety Leadership and/or Transformational Safety Leadership to work for your organisation

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Transformational Safety Leadership Programme

• Based on research that links specific types of leadership style to safety performance

• Helps individuals analyse & understand their own leadership style

• Gives leaders insights and practical tools to change and/or increase their range of leadership styles

• By working as a group, all the senior leaders can together shape the safety culture of the whole organization

• Theory is applied to the organisation’s real issues, policies, data and incidents

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Full Range Leadership Model (FRLM)EFFECTIVE

INEFFECTIVE

ACTIVEPASSIVE

Transformational 4 I’s

Contingent Reward

MBE - Active

MBE-Passive

Laissez Faire

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YES, but will it work here?

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Transformational Leadership: 4 components, all of which should be addressed by leaders seeking to enhance safety;

1) Idealised Influence –

2) Inspirational Motivation –

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Transformational Leadership: 4 components, all of which should be addressed by leaders seeking to enhance safety;

3) Intellectual Stimulation* –

4) Individual Consideration-

NB These leadership styles will affect all aspects of employee task performance, not just safety.

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Transactional Leadership; 4 components, only 2 of which should be addressed by leaders, seeking to enhance safety;

1) Contingent Reward –

2) Management by Exception – Active*–

*What seems to be very important is

HOW leaders intervene

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Transactional Leadership;

NOT RECOMMENDED

3) Management by Exception – Passive – leaders monitor followers behavior and take corrective action only after serious problems have occurred

4) Laissez-Faire – the absence of leadership behaviours

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Full Range Leadership Model (FRLM)EFFECTIVE

INEFFECTIVE

ACTIVEPASSIVE

Transformational 4 I’s

Contingent Reward

MBE - Active

MBE-Passive

Laissez Faire

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Transformational Safety Leadership - Research

Prof Sharon Clarke – Occupational PsychologyManchester Business School, University of Manchester

Clarke’s work looked at the links between leadership styles andsafety behaviours including

• safety compliance , • safety participation and• safety climate

Meta-Analysis of 32 studies –paper published 2013 in the Journal of Occupational and Organisational Psychology

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Safety Compliance – i.e. compliance with rules or procedures, use of PPE, safe work behaviours, reductions in unsafe work behaviours or violations

Safety Participation – i.e. participation in HSE activities, safety citizenship behavior, making safety suggestions, safety related worker involvement, ensuring co-worker safety

Safety Climate – i.e. the psychological characteristics of employees (i.e. how they feel) corresponding to the values, attitudes and perceptions of employees with regard to safety within an organisation

OBVIOUSLY, HIGHER LEVELS OF ALL OF THESE ARE

WELL WORTH HAVING – BUT HOW DO YOU ACHIEVE THEM?

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Active

Transactional

Leadership

Safety

ParticipationSafety

Compliance

Perceived Safety

Climate

Transformational

Leadership

Occupational

Injuries

What Clarke’s Study Showed…

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Transformational Safety Leadership Programme

Massy Energy & Industrial Gases Business Unit

2000 staff several businesses -Caribbean & South America (5 of these businesses took part)

Target Audience CEO’s and deputies of main businesses

12 participants including EIGBU President

Co-designed with Director of HSSE & EIGBU President & Participants

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360 MLQ & 1:1 feedback &

consultation re TSL

Co-createdTransformational Safety

Leadership 3 day workshop

Action Learning Set

Group A

1-1’s Leaders with Exec Chairman

Action Learning Set

Group B

Repeat MLQ + 360 feedback

TSL workshop – 2 day refresher clinic

TransformationalSafety

LeadershipProgramme

January 2017to

February 2018

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Co-createdTransformational Safety Leadership

3 day workshop Design Principles

1) Collaborative action learning approach using Massy EIGBU specific examples

2) Build on work done with Individual MLQ 360 Feedback & Participant Force Field Analysis of Barriers & Enablers in EIGBU

3) Continually ask participants to relate learning to their Personal Action Plans

4) Use pre-reading as preparation to help maximise use of time on workshops

5) Minimal introduction of new tools and techniques, stress the importance of fully utilising existing mechanisms

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3 day workshop

Workshop Key Content - Sample

Conversations for Direction – relates to Management by Exception –Active, a key Transactional Leadership style

Process: –• We co-created EIGBU specific, realistic scenarios

• A Teach-in on the conversation method

• Conversation practice with ‘actors’ (Shop-floor staff)

• In-depth Feedback on the conversation

• Participant reflection re how to apply the learning

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3 day workshop


Group exercise for participants placed in a simulated safety critical situation and asked to be open to different thinking - relates to Intellectual Stimulation

Process ;• Facilitators make the link to the TSL research

• Facilitators set up the simulation exercise and then act as observers

• Participants work in a group on their own and facilitators make extensive notes, after exercise it is ‘scored’ for team effectiveness

• Participants reflect individually and then collectively on how well the group worked and what could be learned & applied

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3 day workshop


Creation, by participants of a Safety Vision & Charter - relates to both Idealised Influence & Inspirational Motivation,

Process for creating the Vision;• Facilitators make the link to the TSL research

• Facilitators run a visualisation exercise re an ideal future

• Participants reflect/work individually and then in small groups to craft a number of possible vision statements

• Present small group options and debate in plenary

• Agree on final version

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HSSE Charter – Jointly devised, committed to & monitored –

Areas covered were;

Accountability

Recognition

Processes

Communication of

Vision

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Measurement

Risk Management

Stakeholder

Engagement

Participation

The final version of the Charter was couched in a series of ‘I will’ statements

that all the leaders committed to and then communicated


MLQ 360 & 1:1 feedback &

consultation re TSL

Co-created Transformational Safety Leadership 3 day workshop

Action Learning Set

Group A

1-1’s Leaders with Exec Chairman

Action Learning Set

Group B

Repeat 360 feedback & discussion

TSL workshop – refresher clinic

Summary TSL Programme

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TSL -What’s happened as a result?• MLQ 360 feedback revisited and results analysed and

incorporated into Leaders’ Personal Action Plans

• HSSE Vision and Charter rolled out and feedback on efficacy from employees being collected in and fed back to Leaders on a regular basis

• Leaders made a range of both public individual and group commitments at the end of the TSL programme

• Massy EIGBU monitoring the impact and considering whether to roll out TSL programme to next level of leadership in 2019

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Can SLP or TSL work for you? What’s needed?

1. Client CEO/Sponsor and Group HSSE involvement

2. Bespoke design, tailored to organisation needs through consultation

3. A cascade approach, top down

4. Full participation by all leaders (ideally) in a plant or site leadership team

5. The use of KPI’s and other leading and lagging indicators that integrate safety leadership actions into ‘normal’ business

6. Follow up on actions and measures, sharing of best practice, action learning sets

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Thank you kindly.

Robin Tait; [email protected] +44 (0) 7738 217 757

I’m pleased to address any

questions/concerns at this time (and/or

later).

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mailto:[email protected]

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