Indiana Safety & Health Conference · 2017-02-13 · 2/17/2015 1 Eddie Greer, CSP, OHST, STS Board...
Transcript of Indiana Safety & Health Conference · 2017-02-13 · 2/17/2015 1 Eddie Greer, CSP, OHST, STS Board...
2/17/2015
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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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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.
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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
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C
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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
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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!!