OSH, Leadership,Safety,Coaching,Project,

1. OSH Leadership Coaching Pilot - SWR
Final report and outcomes
Lisa Barnes & Paul Fogarty

2. Why this pilot was important…
• Effective safety leadership drives safety performance
• Need capable supervisors to lead safety culture
• Enhanced EQ & personal accountability at coalface
• Leverage success of Safety Leadership Training
• Identify & address workplace development issues

3. Purpose of the Pilot
A Zero Harm initiative identified by OSH Branch
• “To engage with supervisors and foremen
and work with them on areas that are
roadblocks and prevent them from being
fully effective in their roles (both in safety
and in general workplace relations).”

4. Project Team
Working Group
• Lisa Barnes – Pilot Coordinator, Client Rep, SWR
• Paul Fogarty – Safety Coach, Growing in Focus
Stakeholders
• Cathy Grasso – Sponsor
• Scott Moorhead – Client
• SWR RMT – “Steering Committee”
• Ron Kemp – Mentor, Safety Dimensions
• Pilot funded under Zero Harm priority (OSH Branch)

5. The Process
• Minimum of 4 sessions with each coachee
• Program spanned 12 weeks
– Coachees could attend as many sessions as they wanted
• Each coaching session lasts from 50 – 90 minutes
– Depending on need and circumstance
– Based on Coachee’s needs/priorities

6. Measures of Success for Pilot Project
• ≥ 4 meetings per participant with safety coach
• ≥ 20 coachees engaged & participating
• Self identified goals for each coachee
– One issue must be safety related
(OSH Leadership Maturity Matrix)
– Could include other personal / workplace issue
• Measurable success of pilot

7. OSH Leadership
Maturity Matrix
• 12 safety leadership
aspects
• 3 measures of maturity
– Awakening
– Involved
– Embracing
• Useful to assess areas for
improvement
– In both individuals & teams
• Strongly supported
• Will include in team leader
PA’s (as defined in Regional Plan)
Occupational Safety and Health
Maturity Matrix SUPERVISOR/TEAM LEADER /PLANT MGR
L E A D E R S H I P AWAKENING INVOLVED EMBRACING
1.
Champions OSH in the
Workplace
Occasional discussions about
team members’ ideas to progress
safety. Occasionally gets into the
field to supervise. OSH in some
Performance Agreements.
In meetings seeks& supports
team member’s ideas to progress
safety. Sometimes gets out to
supervise safety. OSH in all
Performance Agreements.
Seeks& supports team members’
ideas to progress safety, in
meetings and informally.
Supervises safety. Regularly
checks OSH in Safety Action Plan
(“SAP”) is happening
2.
Communication and
Safe Behaviours
Irregular team meetings.
Infrequent reminders to consider
safety first. Occasional
reinforcement of need for safe job
planning.
Most Team meetings are
scheduled. Encourages
employees to consider their
safety first. Talks with team about
safe job planning. Some checks.
Good structure in place for team
meetings & minutes. Models
expectation that safety must
come first. Checks job planning
and expects others to do same.
3. Champions Health and
Well-being
Neither opposes nor actively
supports workplace health and
well being programs. Is
supportive (when approached) of
others ideas to champion health
in the workplace.
Supports workplace health and
well being programs and
sometimes promotes these to
team. Supports health
champions.
Always re-inducts employees to
the workplace after leave. Actively
encourages participation in
workplace and personal health
programs. Takes steps to
minimise fatigue and stress in the
workplace.
E M P O W E R M E N T AWAKENING INVOLVED EMBRACING
4.
Reward and
Recognition
On occasions recognises good
safety performance. Rewards
safe behaviour when prompted
(when brought to supervisor’s
attention).
Recognises good safety
performance at team meetings.
Rewards safe behaviour without
prompting. Beginning to manage
poor safety performance.
Recognises safety performance
on most days. Actively seeks out
and rewards examples of safe
behaviour. Always manages poor
safety performance.
5
.
Empowers and
Inspires OSH Reps
Is aware of OSH Reps in the
workplace and enables them to
attend OSH Meetings. Occasional
opportunities made for OSH Reps
to participate in team meetings.
Makes opportunities for OSH
Reps to present at and feedback
at team meetings on OSH issues.
Empowers OSH Reps to be
active in the workplace.
Provides clear expectations of
OSH Reps in the workplace.
Supports development of OSH
Reps through courses and
coaching. Encourages
commitment to “SAP”.
6.
Empowers OSH
Hazard Close-out
Activities
Follows up on outstanding
hazards when requested to by
manager. Sometimes discusses
hazard close-out at team
meetings.
Hazard reporting and close-out a
regular item on team meeting
agendas. Team members have
clear understanding of support for
hazard close-out and avenues for
funding.
Actively seeks ways to control
hazards in the interim and is
creative in championing hazard
close-out. Provides means for
team members to close out
simple hazards on their own.
PERSONAL
RESPONSIBILITY
AWAKENING INVOLVED EMBRACING
7. Safety Conversations
“I Lead Conversations”
Is beginning to have challenging
safety conversations with team
members. Is supportive of team
members learning how to have
safety conversations.
Schedules time to supervise
safety and have safety
conversations with team
members. Starting to encourage
others to take time for safety
conversations.
Creates a workplace in which
safety conversations occur daily.
Tracks and shares the results of
the team’s safety conversations
with individuals and with team.
8. Action Completion
Is aware of actions assigned from
hazards, inspections, audits and
investigations. Attends to these in
an ad hoc way. Sometimes
encourages action completion in
the workplace.
Makes time each week to attend
to action completion and this is a
regular agenda item for team
meetings. Encourages others to
complete actions assigned.
Champions close-out of safety
actions in the workplace.
Rewards and recognises prompt
action completion. Action
completion recognised in “SAP”.
9.
Training and
Development
Ad hoc register for OSH training
and development. Most times
attendance at training is
supported in the workplace.
OSH training is valued in the
workplace and team members are
strongly encouraged to attend.
Non-attendance is followed up.
Visible signs of training schedules
in the workplace. All team
members understand their OSH
training priorities and these are
written in a development plan.
S A F E S Y S T E M S AWAKENING INVOLVED EMBRACING
10. Timely Response to
OSH Issues
Sometimes responds to safety
issues in a timely manner. Team
members report some instances
where supervisor has resolved
OSH issues well. Sometimes
investigates incidents and near
misses. Occasional feedback
given to staff.
OSH issues are prioritised and
dealt with promptly. Team
members report supervisor will
always support OSH issues and
usually close them out in a timely
manner. Usually investigates
incidents and near misses.
Usually provides feedback.
Supervisor actively champions all
members dealing with OSH
issues as a priority. Team
members report being supported
to put safety first. Incidents & near
misses are investigated - lessons
shared. Strong culture of
feedback on safety issues.
11.
Safe Job Planning
and Contractor
Management
Safe Job Planning is discussed
for big jobs. Some evidence
exists of SJP documentation in
the workplace. Supervisor
sometimes personally checks on
contractors OSH performance.
Safe Job Planning time is
scheduled weekly to discuss
complex and high risk tasks. Job
Planning records are checked
weekly for high risk tasks.
Contractors JSA are reviewed.
Supervisor actively encourages
and checks on Safe Job Planning,
tracks progress and provides
feedback and recognition. Start-
up checks occur for most
contractor works.
12. Injured Employees
Usually accompanies injured
employee to Dr and provides Drs
letter with light duties list.
Sometimes calls to check on
injured worker and provides
duties if requested to.
Always accompanies injured
worker to Dr with Drs letter and
light duties list. Provides active
support for employee in the
workplace.
Always supports the rehabilitation
of injured workers in the
workplace. Manages fitness for
work, arranges support for and
checks on fitness even after
employee is back to full duties.

8. OSH Leadership Maturity Matrix as a tool
• Leads to increased understanding of team leaders,
teams and individuals on their OSH accountabilities
– Clear and quantifiable expectations of performance
• Identifies opportunities for personal and team growth
• Can be coupled with PA / Development Plans to
improve OSH culture and leadership

9. OSH Leadership Maturity Matrix as a tool
Example of use:
• Team leader asked her team to assess their maturity
against the OSH LMM
• Identified benefits:
– Very positively received by team
– Identified opportunities to improve team culture
– Clarified accountabilities and expected behaviours
– Helped open channels of communication
– Cascades coaching approaches to others
– Reinforces learnings of team leader

10. Evaluation of success
The following slides will demonstrate success of this pilot
• Participation rates
– Number of participants & sessions
– % participation per week
• Personal feedback from participants
– “Impact on me”
– “Impact on team/workplace”
– Improvements against OSH Maturity Matrix
• Feedback informed coaching (ORS & SRS)
• Safety Dimensions 2010 assessment tools
– Participant Evaluation of self & coach
– Managers evaluation of coachee

11. Number of Coachees attending Each Week

12. Number of Coachees attending Each Week
• Target >20 coachees participating:
 26 coachees participating
• Target - >4 sessions per coachee
 Average of 5.6 sessions per coachee
 19 coachees ≥ 4 sessions
 12 coachees ≥ 6 sessions

13. Number of Coachees attending each week
• What hindered participation?
– Work commitments, illness, planned leave,
sufficient coaching received, not interested
• What needs to be improved
– Coaching not marketed effectively
– Not enough lead time to
sell benefits & allay fears
– Mgt to be more familiar
with coaching (advantages,
experience and expected outcomes)
– Mgt to market better
– Mgt to support coachees
to embed their learnings

14. Feedback informed coaching - description
• ORS = how life impacts workplace
• SRS = immediate feedback on coaching session
• This enables the coach to use evidence based practice
and to adjust their style for a more effective coachee
outcome at the next session.

15. ORS = how life impacts workplace
(Each line is an individual employee)

16. SRS = immediate feedback on coaching session
(Each line is an individual employee)

17. “Impact on me” feedback – coachee quotes
• To assist better with certain employees that require constant reminders on safety (JHA’s), also their
own payroll claims. Being able to coach/train these employees, like on job training
• Given an awareness of how/why issues evolved. Now have tools to address issues. An insight into
others behaviour.
• Greater awareness of my role, formalising issues, structured meetings, forward planning.
• Better understanding of how to avoid conflicts & resolve issues
• To think before addressing the team and the way they feel. Not raising my voice and
trying to have a win-win. Responding more to behaviour and listening
• Given me extra ideas when coaching my team
• Make myself think more about what others requirements are, and will be
• Very positive. Eye opener about OSH Capabilities Matrix. Made me reflect more on OSH
(and other) issues in our team and what sits behind the behaviour observed. Gave me
tools and courage to, in a constructive way, confront team members on a range of issues
that needed to be resolved. Made me focus on my supervising skills/tasks and not only on
day to day activities.
• I found the coaching sessions were good value for me and started me thinking about how I lead. To
communicate better, listen, and structure my sentences better. To plan better which helps with work
scheduling and intermediate work
• Assessment of my wellbeing. Life-work relationships. Identified impacts. Reassessment
of my life priorities. Ideas to embrace change.
• Focus and understanding
• Beneficial guidance on my communication techniques as to safety leadership. Made me
more aware of my role as a safe work leader for my team. Assisted me in reaching for
personal goals
• The sessions make me think about what I need to improve and how to do it. I think it has been very
positive

18. “Impact on team/workplace” – coachee quotes
• Increased understanding, improved approach to team members, able to pinpoint issues
and discuss them without turning a spark into a volcano
• More structured approach when approaching & coaching/mentoring staff on issues. Clearer
delegation
• Be able to listen & give appropriate advice. Be able to take feedback appropriately and give direction
• To bring to mind what I already know and integrate it into the workplace
• My team has had ideas presented to them via different angles
• To be able to transfer knowledge to others and understand the methods used
• Positive. Through a number of discussions with a team member, helped him to take control of his
own area (sub-team empowered).
Through ILEAD discussions, got to know team member better and understand better what is causing
problems – need more work on this to improve performance, relationship, etc.
Team is now aware of our OSH responsibilities. Team is now committed to improve our OSH
performance and at our next meeting we are going to explore the how, when, what of this
• To structure a meeting better so that there are outcomes others will take ownership on
and follow through. We are communicating better and are more organised.
• Reassessment of my work commitments. Reinforced importance of all supervisors/team
leaders being on the same page – expected standards, behaviours, etc.
Use of Safety Matrix in discussions to involve/embrace personal responsibilities –
development of operational plan with forepersons. Increased focus.
• Improved clarity. More reflection on what is communicated.
• Too early to tell as yet but have noticed a more open attitude in conversations in relation to work
procedures plus a notable change and acceptance of my role as team leader while also being a strong
team member.
• Early days yet but I am starting to implement some ideas and strategies and can see that we already
discuss and think of safety more often

19. OSH Maturity Matrix – improvements implemented
L E A D E R S H I P
Your order
of priority
(H,M,L)
What did you do to improve this leadership accountability and what
improvements have you seen or experienced
1.
Champions OSH in
the Workplace
H=5
M=2
19
• Involve team in assessment (where do we fit in the Matrix)
• Ensure all JSA/JHA forms filled out for all routine/non-routine work
• I took a more proactive, positive approach and noticed it rubbed off on the
team
2.
Communication and
Safe Behaviours
H=7
L=1
22
• JSA & work planning done an all tasks to review normal actions
• Safety is first on the agenda at weekly toolbox meetings
• Safety is a larger component of toolbox meetings. We talk about it more.
• To make sure this team understand that they are accountable for each
other and to make sure they consider all safety aspects of their work
environment
3. Champions Health
and Well-being
H=3
M=2
L=3
16
• Completed 2 re-inductions
• We follow Corporate requirements and communicate as a team if we face
fatigue issues
E M P O W E R M E N T
Your order
of priority
(H,M,L)
What did you do to improve this leadership accountability and what
improvements have you seen or experienced
4.
Reward and
Recognition
H=5
M=1
L=1
18
• We have discussed this at a team meeting and we feel that it is best to
verbally acknowledge good outcomes
• Team has regular recognition of any new initiatives
• We reward and recognise safe behaviour
5
.
Empowers and
Inspires OSH Reps
H=3
M=3
L=1
16
• Team OSH Representative to liaise and attend another teams meeting
• OSH rep has time at our toolbox meetings to provide feedback on issues
• Promoted issue of team OSH representative to chair safety section of
fortnight team meetings
• Identified a need for greater contact and communication with OSH Rep
6.
Empowers OSH
Hazard Close-out
Activities
H=5
M=2
19
• Hazard closed is not a big issue, but lack of reporting hazards is
• All “old” hazards have recently been reviewed and closed out with the
help of the OSH team
• We raised 58 hazards as a team last year. All are closed out or have an
action in place.

20. OSH Maturity Matrix – improvements implemented cont…
PERSONAL
RESPONSIBILITY
Your order
of priority
(H,M,L)
What did you do to improve this leadership accountability and what
improvements have you seen or experienced
7. Safety Conversations
“I Lead
Conversations”
H=4
M=2
L=1
17
• Discuss safety at every toolbox meeting. We now all take an active role in
our responsibilities
8. Action Completion
H=7
21
• Employees now doing end of day logging off their PDA’s
• Any actions are closed out with the team contributions ASAP
• This is often financially driven and much is dealt with outside of the team
9.
Training and
Development
H=6
M=1
L=1
21
• Give the responsibility for assessing work to be done to others, and watch
them develop their own work ethic (delegation)
• OSH training is mandatory
• I am working on these areas and expect to improve
S A F E S Y S T E M S
Your order
of priority
(H,M,L)
What did you do to improve this leadership accountability and what
improvements have you seen or experienced
10. Timely Response to
OSH Issues
H=4
M=3
18
• Incidents are logged and debriefs follow
11.
Safe Job Planning
and Contractor
Management
H=6
M=1
20
• Requested JSA’s from contractors - now be our standard approach
• All major clients have JSA in their file, reviewed before work commences.
• All contractors are WC inducted & site inducted. CTW permits issued for
all work
12. Injured Employees
H=4
M=1
L=2
16
• As per WC policy, and help where possible if not a WC issue.

21. Final Coaching Evaluation

22. Outcomes / observations
• Participants highly complementary of coaching pilot and
would recommend to others
• Benefits - helped coachees:
– Focus on what they can influence
– Increase their understanding of accountabilities
– Improve their perception/attitude to change
– Celebrate their strengths
• Improved approach/behaviours noticed by staff
• Promotes sharing of explicit and tacit knowledge
• Coaching seen as a resource for learning & development
• Coaching a team leader, their supervisor and their line
manager has greater benefits for the whole team

23. Recommendations for the future
• Format of coaching:
– 12 week program – allow for contingencies
– Follow up coaching session after ~3 & 6 months
- Eg once per week for a month
- Also opportunities to bring along new supervisors at that time
• Clarify linkages with existing plans & programs
– Existing culture & leadership dvpt initiatives & training
– Role of coaching vs management accountabilities vs EAP
- for managing stress and welfare of our employees
– Raise awareness with management & staff
• Coach “fit” essential to success according to the coachees
– Professional and experienced coach
– Contractor to the WC, not employee
– Flexibility to fit changing work priorities of our staff

24. Recommendations for the future (cont…)
• Management commitment required
– Understand coaching process, benefits and expected outcomes
– Build strong awareness and support with coachees prior
– Coach participants during and after, including prioritisation of
work to facilitate their involvement
• Establish a key contact person
– Facilitate/coordinate coaching program
– Weekly meetings (approx) with coach to resolve issues
• Coachee prerequisites/preparation
– LSI to understand self
– Safety Leadership Program to understand tools and theories
– Assess OSH LMM of self near beginning of the coaching session
and assess growth at future session (+6 months)

25. What else do we need to consider?
• How do we build capability of new supervisors quickly?
– We often set them up to fail. Supervisor induction?
• Best method of providing coaching for each area
– Intensity, time, location, format
• 1 or 2 coaches contracted to us or network or both?
• Demographic cliff
– Preparing people for retirement, sharing their knowledge
• Coaching  Culture change  Zero Harm

26. Over to you…
• The success of the
coaching program
rests with your
leadership and
support