Leadership 4 Superior Results - The Premier Global Safety ... · PDF fileLeadership for...

Leadership for Superior Results Safey+ by VPPPA, 8/30/2017

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Leadership For Superior ResultsWednesday, 8/30/2017

Introductions

• Presenter

– Mark E. Hurliman, CHSM• VPP/SHARP Program Coordinator

• Oregon OSHA Medford Field Office

• 541-776-6016

• [email protected]

Leadership is not

about titles, positions

or flowcharts.

Leadership is about

one life influencing

another.John C. Maxwell


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• Leaders don’t create success… They empower

their people to crate success!

• People, however different, when placed in the

same system, tend to produce similar results.

• To make real and lasting improvement, we

have to improve the systems, not the people.

Points to Ponder…

It takes Leadership to implement and maintain an

Occupational Health & Safety Management system

“The 85/15 Rule”

• 85% of the problems in any organization are within the system (processes, structure, or

practices of the organization) and are the responsibility of management, while only 15% lie with the worker.

• “If you put a good person into a bad system,

the system will win most of the time.”

– This obvious observation has been proven so many times that it has become a truism…


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Organizational Success

• Depends on multple factors including the

ability of workers to do the job safely and

effectively.

• Workers and line supervisors understand the

best way to do the job and how to do it safely.

• There is often a gap between how managers

view safety and job performance and how the

workers view safety and work rules.

Two Ends of the Stick

The SHARP End

• Workers

– Where the work is performed

and rules are practiced

The Blunt End

• Managers, Executives

– Where the work is planned

and rules are made

Sidney Dekker, Jim Howe, Randy Cadieux

Two ways of seeing the same thing…

Blunt End Thinking

• Job procedures are effective

and should be followed

• Procedures work all the

time

• Workers need to get on

board with procedures

• Workers need to follow

procedures

Sharp End Thinking

• How do we match rules and procedures with the reality and context of the work

• Rules and procedures as designed may not actually work

• To match production demands with safety requirements, we find the best way to do the job as safely as possible


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Sharp End

Blunt End

Workers

Department Heads

Supervisors

Executives

Managers

Sharp End

Blunt End

Workers

Department Heads

Supervisors

Executives

Managers

How the sharp end

understands work.

How the blunt end

understands work.

Close the

information gap.

Jim Howe

To fix it, we need to close the gap

• Recognize the gap exists

– Ignoring it does not make it go away

• Stop blaming and start asking the right questions

– Determine “how” not just “why”

– Seek to fix the work, not the worker

• Create and environment of learning

– Identify precursors

– Understand that humans are inherently unreliable


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Agree? or Disagree?

• “Management controls are only as effective as the…system that supports them. It’s always better to eliminate the hazard so that you don’t have to rely on management controls that tend to work only as long as employees behave….Any system that relies on human behavior is inherently unreliable.”

Workers Are As

Safe As They Think

They Need To Be,

In Order To Get The

Jobs Done.

Without Being Overly

Safe…

Conklin


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Unfortunate Reality…

• Most organizations take a kneejerk

reaction and blame the employee who

committed the error that resulted in

failure or injury.

– The problem is this approach assumes that

correcting the employee will fix the

problem.

Old View New View

• Human error is a

cause of accidents

• To explain failure,

investigations must

seek failures of parts

of the systems

• These investigations

must find inaccurate

assessments and bad

decisions

• Human error is a symptom of trouble deeper inside a system

• To explain failure, do not try to find out where people went wrong

• Instead, find out how peoples’ actions made sense at the time, given the circumstances that surrounded them

Conklin

• An organization cannot improve its

processes if it thinks people are the

problem (Manuele)

• Process accounts for 96% of failures

• Individuals account for 4% of failures (Demming)


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The way leadership responds to failure

tells workers everything they need to

know about leadership’s commitment

to health and safety.

• The Blame Cycle

• vs

• The Learning Cycle

“. . . blame is the enemy of understanding.”Andrew Hopkins

Human

Error

Individual Counseled

and/or Disciplined

Reduced Trust

LESS Communication

Management Less Aware of

Conditions

Latent Organizational Weaknesses

Persist

More FlawedDefenses and

Error Precursors

BLAME

CYCLE

DOE Standard, Human

Performance Improvement

Handbook, Volume 1 Concepts

and Principles, Page 131


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Human

Error

Organization reacts positively,

employees confident of fair

treatment

Increased Trust

MORE Communication

Management More Aware of

Conditions

Latent Organizational Weaknesses

Decline

Fewer Flawed Defenses and

Error Precursors

LEARNING

CYCLE

Operational and Organizational

Improvement Process, J. Howe

Leadership

• Inspires crew to perform better

• Is an ART learned

– Experiences & Mentoring

• Watch & learn from those who do it well

• Must be Demonstrated

– Commitment

• Pursue a cause

• Care for people who contribute

– Learning

• Search for ways to reduce/control risk

Drives Employees Coaches Employees

Depends on authority Depends on goodwill

Inspires fear Generates enthusiasm

Says “I” Says “We”

Places blame Fixes problem

Knows how its done Shows how its done

Uses People Develops people

Takes Credit Gives credit

Commands Asks

Says “Go” Says “Lets go”


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Managers

• Task Oriented, Dependable,

Organized.

– Knowledgeable

– Action-Oriented

– Informed

– Tactical

– Instructional

– Focused on outcome

• Vital to keeping forward

movement

Leaders

• Dynamic, Innovative,

Inspiring

– Insightful

– Visionary

– Influential

– Strategic

– Inspirational

– Focused on team

• Vital to

To Improve Your Leadership Skills

• Enhance Your Personal Growth– Self-Evaluation: Develop Emotional Intellegence. What

values drive the way you lead and influence others?

– Increase Executive Presence: Upgrade visual appearance, polish presentation skills, seek out knowledge

• Expand Your Perspectives– Think long term, link daily performance to goals, focus on

the value added.

• Energize People & Relationships– Develop up-an-coming, coach and engage, cultivate

successful conditions, build positive relationships and commination skills with all levels


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Mindset / Attitude

• Work to most of us is not a job, it is a livelihood.

– It pays for what we want to do

• It is important, and we want to do the best we can

– Don’t take shortcuts

• Take Personal accountability. Always

– Seat Belt Use

– Cell phones in cars

– PPE

Mistakes are caused by Leaders who:

• Set inadequate requirements or expectations

• Give insufficient Resources

• Exceed their reach

• Don’t create accountability

• Don’t understand people

• Team will take on the persona of the leader


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� Employees are your most valuable asset

� Management must provide the direction and resources

� Since Employees are the most likely to get injured at work, their involvement is critical

� Cooperation and consideration goes a long way to set the right atmosphere for employee involvement

� Workplace culture is “the way WE do things

here”

Employees Influence Culture

Improving Your Culture

Build Communication and Trust

•Share the Knowledge

•Share the Vision

•Do what you say you’ll Do

•Share the Enthusiasm


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Moments of Truth

• How leaders communicate about safety

– How leaders approach opportunities;

– What leaders focus on, ignore, or choose to

emphasize;

– What they leaders do, and what they

delegate.

• Demonstrates to co-workers what is really

important

Improving Your Culture

Provide Training and Education

Learning and training should be the norm

Knowledge = ConfidenceIf you know the ruleyou have the confidence to enforce the rule

Culture is what takes over when there is no rule

What a positive

Safety Culture

looks like in action

The System is :Management Led

Employee Driven

We each understand our roles

Authorized to do the work

Competent to do the job

Priorities are balanced

Rules/requirements understood

Hazards Controlled

… Self Sustaining

Together, We:

Understand the work

Evaluate the Hazards

Control or eliminate the hazards

Work within the controls

Provide each other with feedback

… Continuously Improve

SELF SUFFICIENT

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