Leadership 4 Superior Results - VPPPA, Inc.€¦ · • Expand Your Perspectives – Think long...
Transcript of Leadership 4 Superior Results - VPPPA, Inc.€¦ · • Expand Your Perspectives – Think long...
Leadership for Superior Results 8/28/2019
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Leadership For Superior ResultsWednesday, 8/30/2017
Leadership for
Superior Results
Introductions
• Presenter
– Mark E. Hurliman, CHSM• VPP/SHARP Program Coordinator
• Oregon OSHA Medford Field Office
• 541-776-6016
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Leadership is not
about titles, positions
or flowcharts.
Leadership is about
one life influencing
another.John C. Maxwell
• 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…
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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
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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
Sharp End
Blunt End
Workers
Department Heads
Supervisors
Executives
Managers
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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.”
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Workers Are As
Safe As They Think
They Need To Be,
In Order To Get The
Jobs Done.
Without Being Overly
Safe…
Conklin
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.
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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
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Human
Error
Individual Counseled
and/or Disciplined
Reduced Trust
LESS
Communication
Management Less Aware of
Conditions
Latent Organizational Weaknesses
Persist
More Flawed
Defenses and Error Precursors
BLAME
CYCLE
DOE Standard, Human
Performance Improvement
Handbook, Volume 1 Concepts
and Principles, Page 131
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
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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
The DifferenceManagers
• Task Oriented, Dependable,
Organized.
– Knowledgeable
– Action-Oriented
– Informed
– Tactical
– Instructional
– Focused on outcome
• Command & Control
Leaders
• Dynamic, Innovative,
Inspiring
– Insightful
– Visionary
– Influential
– Strategic
– Inspirational
– Focused on team
• Vision & Inspiration
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• Upper management support and commitment for safety– To provide resources to maintain long-term performance
• Written standards or guidelines that provide minimum acceptable performance levels– So people know what the expectations are
• Designing in safety from the start– Rather than fixing problems after operations begin
• A good communication system– All levels understand goals and objectives for reaching them
• An evaluation process– Checks actual performance against internal standards
• Involvement at all levels– Expecting employees to be meaningfully and actively involved
John Kanouse, VPJohnson & Higgins/Marsh & McLennan
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Leadership Elements Common to
World Class Safety Programs
To Improve Your Leadership Skills
• Enhance Your Personal Growth
– Self-Evaluation: Develop emotional intelligence. 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-and-coming, coach and engage, cultivate successful conditions,
build positive relationships and commination skills with all levels
• Spend more time empowering and less time directing
– Make cross training, job rotation and mentoring more available
– Give employees challenging and motivating work with more responsibility
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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
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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
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Leadership is about:
• Freeing up your people…
– So they can be more effective
• Remove the Roadblocks…
– Open the highway so they can get the job done
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
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Improving Your Culture
Build Communication and Trust
•Share the Knowledge
•Share the Vision
•Do what you say you’ll Do
•Share the Enthusiasm
Improving Your Culture
Provide Training and Education
Learning and training
should be the norm
Knowledge = ConfidenceIf you know the rule
you have the confidence to
enforce the rule
Culture is what takes over when there is no rule
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Leadership
John Quincy Adams, 6th President of the United States of America
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”