safety leadership presentations by joshgill

VIEWS: 2,314 PAGES: 38

									The keys to..

Safety Leadership!

e! com el W
OR-OSHA 118
0203

1

Steven J. Geigle, CSHM Safety Training Specialist e. Oregon OSHA n Pag tio 503.292.0654 duc o ntr rI ge! steven.geigle@comcast.net cto pa u
str this e In l ise ev mp R Sa

2

The Big Goal!

Explore and share ideas about some basic concepts of leadership and how they may be applied in safety and health.

3

Form Groups

4

The nature of leadership
What leadership is NOT Not power • Power derives from status, money, ability to harm, access to media, control materials, etc. • Thug who sticks a gun in your back has “power” but not leadership

5

What leadership is NOT Not status • Status or position may enhance the opportunity for leadership • Some in with high status or position haven’t a clue how to lead

Not authority • Person may have subordinates, but not followers • People will follow only if person acts as a leader

6

What leadership is NOT Not management • Management is an organizational skill • Managers preside over processes, functions, programs

Leadership is not common sense • Common sense - What is it? How do we develop it? • Good sense is individual. Common sense would result in common leadership styles.

7

Group Exercise: ATTILA ON “LEADERSHIP QUALITIES”

Instructions: • Review the "Attila On “Leadership Qualities” summary on the next two pages. • Choose any three qualities and discuss how they might be demonstrated by a safety leader. • Spokesperson - be prepared to summarize and present your group's ideas to the class.
8

ATTILA ON “LEADERSHIP QUALITIES”
We must teach these qualities to our young warriors… In order to skillfully lead our nation, we must have chieftains who possess, among others, the following essential qualities, which through experience become mastered skills:
9

The Five Levels of Leadership Step 1 - The Boss
• You have subordinates, but no followers • People do what you say because they have to • People do what you say because you occupy a position. • Your influence does not extend beyond the lines of your job description. • The longer you stay here, the higher the turnover and lower the morale.

10

The Five Levels of Leadership Step 2 - The Coach

• Leadership by permission • People want to follow: they give you permission to lead. • People will follow you beyond your stated authority. • This level allows work to be fun.

11

The Five Levels of Leadership Step 3 - The Producer

• People follow because of what you do for the organization. • This is where success is sensed by most people. • They like you and what you are doing. • Problems are fixed with very little effort because of momentum.

12

The Five Levels of Leadership

Step 4 - The Provider

• People follow because of what you do for them. • This is where long-range growth occurs. • Your commitment to developing leaders will insure ongoing growth to the organization and to people. • Do whatever you can to achieve and stay on this level.

13

The Five Levels of Leadership Step 5 - The Champion

• People follow because of who you are and what you represent. • This step is reserved for leaders who have spent years growing people and organizations. • Few make it: Those who do are bigger than life.

Adapted from: John C. Maxwell, Developing the Leader in You, Nelson Pub. p. 5

14

Leaders understand cause and effect
• If a leader wants employees who care about their work, he or she must demonstrate care for employees. • If a leader desires honest and fair employee behavior, he or she must treat employees with honesty and fairness. • If a leader expects selfless employee performance, he or she must be selfless. • If a leader expects employee loyalty, he or she must be loyal.
15

Discuss the resulting effects the following leadership approaches have on morale and performance:

Caring

Controlling

Coercive
16

Attitude Check! What’s your leadership style?

• • • • • •

Theory Y Style Caring I'm OK… you're OK Customer-Supplier It's all about you! Servant Leader

• • • • • •

Theory X Style Controlling I'm Ok… you're not OK Superior-Subordinate It's all about me! Boss
18

Leaders develop a supportive safety culture Corporate cultures reflect "the way things are around here."
19

Who has the greatest control over what a corporate culture looks like?

Each supervisor and manager creates his or her own subculture

How can you tell when and where effective safety cultures exist?

20

Leaders value safety
Priorities and Values: What's the Difference?

21

Exercise: Fun at Farleys

What might the most likely response be when you tell the superintendent that lockout/tagout is required to repair the machine? When the supervisor prioritizes… values… safety?

22

Safety First!

Safe Production or No Production!

Values are Non-negotiable! What must occur before you know something is a value?

23

Leaders know how to communicate!
Tough-Caring Communications

24

BILL, YOU IDIOT! WEAR YOUR %$#& HEARING PROTECTION! Bill, make sure you wear your hearing protection.

25

Which message do we intend to convey? To which message does the receiver respond? What can we assume when the receiver's response to our message is not what we expected?

26

Leaders recognize good work What are some important points to remember about recognizing employees?

27

Leaders know how to discipline What should a supervisor ask before disciplining? What does a leader say and do when disciplining?
28

Leaders develop trust and credibility

… lack of trust and credibility between labor and management is the most frequent obstacle to improving safety culture.
29

Did you That's terrible! hear!

Everything we say and do in the workplace creates a story. "We're all teachers and learners at the same time." What does this mean and how do we apply it in the workplace?

30

Leaders demonstrate commitment
What is …

T

op ime

M

anagement oney ommitment oncern

C

31

Brain storm this!
List ways leadership can demonstrate commitment?

32

Intent does not guarantee effect
Discuss why your best intentions do not guarantee the results you want.

33

Evaluating Leadership in Your Safety Culture

34

GERS MANA

EMPLOYEES

Unsuccessful safety cultures are usually the result of employees being over-managed and underled. Is the leadership approach where you work toughcontrolling or tough-caring?

35

Is the leadership style in your culture tough-caring or tough-controlling?

Controlling

Caring

36

Let's review!

37

That's It. Thanks for coming

!

38


								
To top