New Creating & Sustaining Safety Culture ExcellenceSafety Culture … · 2014. 1. 27. · Pilot...

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Creating & Sustaining Safety Culture Excellence Safety Culture Excellence PPSA 2012 Safety Conference 11 June 2012 1 Copyright © 2012, ProAct Safety, Inc., All Rights Reserved. Shawn M. Galloway President, Chief Operating Officer ProAct Safety, Inc.

Transcript of New Creating & Sustaining Safety Culture ExcellenceSafety Culture … · 2014. 1. 27. · Pilot...

Page 1: New Creating & Sustaining Safety Culture ExcellenceSafety Culture … · 2014. 1. 27. · Pilot customer to work with to test to get testimonial (test market) Identify market trends

Creating & Sustaining Safety Culture ExcellenceSafety Culture Excellence

PPSA 2012 Safety Conference11 June 2012

1Copyright © 2012, ProAct Safety, Inc., All Rights Reserved.

Shawn M. GallowayPresident, Chief Operating OfficerProAct Safety, Inc.

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Ownership?“If you want to build a ship,don’t drum up the men todon t drum up the men togather wood, divide the workand gi e ordersand give orders.

Instead, teach them to yearn forthe vast and endless sea ”the vast and endless sea.

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~Antoine de Saint-Exupery

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Our Typical Approach

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Discretional Effort & Desire To Do More

Hearts & Minds

Rationale

Required Effort & Avoidance Behavior

Hands & Feet

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Edicts

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What People Do When…

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Influencing Beyond Work…

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Unfamiliarity

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Complacency

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The Bridge

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Starting Point?

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Starting Point?

Executives Managers Supervisors

% Inspire and Drive Change

% Inspire and Drive Change

% Inspire and Drive Change

• Who do they report up through?

• Who do they report up through?

• Who do they report up through?

% Maintain Status Quo

% Maintain Status Quo

% Maintain Status Quo

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Performance Progression

Unable UnwillingUnable Unwilling

AccountableCulture

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AccountabalismAccountabalism

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ExecutiveRRRs

ManagerRRRsRRRs

SupervisorRRRs

Employee

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EmployeeRRRs

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Performance Progression

Unable UnwillingUnable Unwilling

AccountableCulture

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PA+ / -

VS VS

DE DEB

E

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EB

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Perceptual Barriers to Safety Excellence

Not My Job

Won’t Happen To Me

Safety Means Not Getting Hurt

We’re Already Good

Zero Isn’t Possible

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Strategic Direction

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Business case for product

Business Strategy to Dominate Market Share?

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p

Identify market trends

VOC – customer feedback/customer satisfaction

Value proposition

Identify market trends

Assess and plan for competition

Target end-users

Branding and Positioning

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Develop measurements (ROI, market capture, saturation)

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BrandingBranding

Marketing Safety Positioning

Reinforcing the Buying Decision

Voice of the

Customer

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Customer

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Typical Strategy Pathway

PurposeCore Values

(Different than situational)

Visionsituational)

Long- and Short-Term

GoalsObjectives Actions

Goals

Measure/Adjust Continuous Improvement

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If You Get These Right…BoundarylessInformation

Flow

Execution Proactive Accountability

Decision Rights

Visible Progress

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• What Are We Trying To Accomplish?

• What Will It Look Like When We Arrive?

Developing • How Will We Know We Are On The Right Path?

Developing the Plan

• How Will We Sustain the Results?

• How Will We Keep Improving?

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Setting GoalsR lt M ti ti l P f B d?Results, Motivational, Performance-Based?

Destination: Negative or Positive?

• Achieving Success or Avoiding Failure?

Destination: Negative or Positive?

How many people can recite it?

How many people believe in it?

How many people know the role they play in

• How are you measuring this is happening?• What are you rewarding?

How many people know the role they play in accomplishing it?

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• What are you rewarding?

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Finding a Focus

MandatoryInjury Prevention

(NOW)Di ti

Focus: Performance

Discretionary

Desirable Culture

Contribute

Culture(Sustainability)

Conflict

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Managing Expectations: Performance Not Just Results

Develop SRRRs Develop Reinforcement System

Obtain Commitment From Individual

Communicate Expectations• Group and Individually to Population

Enable What is Expected• Leadership Safety Coaching Workshop

• Other Skills BuildingExecute Accountability

PlPopulation • Other Skills Building Plan

Develop Culture & Performance Indicators Measure Progress Communicate/Celebrate

C ti I t

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Continuous Improvement – Direct Report and

Culture

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1 Leading 1 Lagging1 Leading Indicator

1 Lagging Indicator

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Measurement: What We Want vs. What We Don’t

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Safety Safety P tiSafety

Leadership Score

Perception & Maturity

Score

CCommon Practice Score

Incident Rate

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Hiring In or Promoting Safety, or Risk?

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Practical Solutions for Safety Excellence.

Work. Home. Life.

Shawn M. GallowayPresident, Chief Operating Officer, p g

ProAct Safety+1.936.273.87001.800.395.1347

sgalloway@ProActSafety [email protected]

Weekly Podcasts: www.SafetyCultureExcellence.com Articles and Videos on Demand: www.ProActSafety.com/Insightsy g

@safetyculture www.linkedin.com/in/shawngalloway

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