Mr. Stuart Johnston - Leading with safety the path to excellence
1. Leading with Safety: The path to excellence. Kuwait December 2011 Stuart Johnston Business Development- ME Behavioral Science Technology, Inc.
2.
3. Why is leadership important? 25% 45% 33% 52% 46% 62% 47% 63% 55% 72% Year 1 Year 2 Year 3 Year 4 Year 5 All Sites Top 25% Percent Improvement in Incident Rate Krause, Seymour, and Sloat, “Long-term evaluation of a behaviour-based method for improving safety performance. A meta-analysis of 73 interrupted time series replications” Safety Science, Vd. 32, 1999, pp. 1-18.
9. Vision – Describes compelling and vivid picture of what desired safety state could/needs to be. Credibility – Perceived as honest and reliable, treats others with dignity, respect; follows through on safety commitments. Action Orientation – Performance oriented, proactive in reducing exposure; persistent solving safety problems. Communication – Actively keeps all people informed about relevant safety information and the big safety picture, as well as details. Leadership Best Practices
10. Collaboration – Promotes cooperation and collaboration to solve safety problems. Feedback and Recognition – Gives positive feedback about good safety performance, publicly recognizing safety contributions of others and celebrates safety success. Accountability – Communicates clear safety roles and responsibilities, ensures people receive frequent, fair appraisal of efforts and results; holds people accountable for their responsibilities. Leadership Best Practices
15. [email_address] +971 50 272 9760 [email_address] +971 50 149 8944 Please join the debate: LinkedIn BBS Group Stuart Johnston Business Development- ME Behavioral Science Technology, Inc.
16. Reserve Teg Matthews Senior Advisor and Head of Business Development- EMEA Behavioral Science Technology, Inc.
17. Best Practices Composite Results Direct Report Peer Self 0 20 40 60 80 100 Vision Credibility Action Orientation Communication Collaboration Feedback & Recognition Accountability
18.
Notas del editor
Good Afternoon, my name is Stuart Johnston from BST. We are a global safety consultancy, been around since 1979. Our mission is a to make work safer! Today I am going to speak to you about………
OK its after lunch so lets start with a question wake you up a bit. Can you tell me where this is? New York – 1964. Catherine Susan "Kitty" Genovese was a New York City woman who was stabbed to death near her home in the Kew Gardens section of Queens , New York on March 13, 1964. [3] For more than half an hour thirty-eight respectable, law-abiding citizens in Queens watched a killer stalk and stab a woman in three separate attacks in Kew Gardens. Question: How many of them called the Police? Why was that? Because they all thought that someone else would do it! To be a successful safety leader you have to take action and lead by example! Watch my hips and not my Lips!
We study our implementations closely and are very proud of our results. Here is a five-year study of our clients that was published in Safety Science which is quite unusual for a consulting company: Tracking our results over time Publishing our results in a peer-reviewed journal. It shows that the average 5-year improvement runs around 55% and for companies in the top 25%, it is 72%. Not all of our projects are successful but it runs in the low 90% of projects. We noticed the difference between the top performers and the average performers. We wanted to know what made the difference between the two. We found out it was leadership.
The BST Leadership Model consists of 4-rings. The centre of the model is the leader’s Personality and Values. This deals with who the leader is as an individual. The next ring is Leadership Style – how the individual tends to lead. The next ring is safety leadership best practices. This is what a leader does as he/she interacts with the people in the organisation around safety. These two rings are measured by the 360-degree Leadership Diagnostic Instrument that provides Percentile Scores for the leader about his tendencies regarding best practices and style. The outermost ring is the culture of the organisation. The way in which leader leads generally and the way in which leaders utilise safety best practices influence the culture, which is measured by the Organisational Culture Diagnostic Instrument. The OCDI measure nine organisational characteristics that predict safety performance. It is very important for the leader to have a good handle on this because it points to the very best and most efficient ways for the leader to go about strengthening his/her style and practices. So this model, by approaching the leader as a unique individual who is faced with a unique culture brings the leader’s followers into the picture. Let’s start with the outer ring – organisational culture
We’ve already discussed the relationship between leadershup and culture… so what leadership best practices are there?
Need to behaviouralise these
AIME actual example. Use it to show the spread of what you get in a real life situation. Spread of skills through a real organisation.
We are going to look at characteristics of leadership style. This is the third ring in the leadership model. Continuum Daughters wedding
This ring of the model is the leader’s transformational qualities. Transformational Leadership is critical when an organisation is trying to “transform” or deal with change – which characterises most organisations these days. It is different than transactional leadership which is a strictly quid pro quo relationship. In other words in transactional leadership there is a contract (spoken or unspoken) that you will do something in exchange for something else – the very broadest example is, you come to work and you get a pay check. Transactional leadership tends to create a culture that does not encourage anything above and beyond the minimum needed to achieve the goal – an entitlement culture or a compliance culture. Transformational leadership on the other hand often builds motivation, desire to stretch and a willingness to give beyond the minimum. Transformational leaders tend to have workers with good organisational citizenship. Neither of these styles is absolutely right or wrong. There are situations where each is appropriate. For example, an emergency response team handling a fire or spill response is best led transactionally during the response – speed and efficiency are most important during that event. But when developing response plans and strategies, a transformational approach is preferred as it fosters greater involvement, understanding, and commitment. Research shows that greater use of transformational leadership also predicts better safety outcomes. Review the 4 elements of Transformational Leadership. Same exercise again.
After discussing the above list SAY: You may be wondering what the difference is between compliance and commitment. Let’s explore the differences. ASK what they think the differences are? CAPTURE their answers on a flip chart. THANK participants for their ideas and move to the next slide.
We’re going to talk about 10 Characteristics that distinguish great safety organisations. For those of you who are good at maths and assumptions… that probably means 10 slides in 25 / 30 mins… two and a half mins a slide… and you are thinking not very much? And you’d be right, but… I’m gonna tell you that the most important thing you can do to motivate employees for safety, at all levels, is to engage them in the process of safety improvement. But the main point is that you don’t need to motivate them, you need to stop de-motivating them. Does the level of safety motivation go up or down with time on the job? If it goes up you are fine. If it goes down then you have to wonder why. The reason is that too many factors are de-motivating. Safety is not a motivational problem in its own right, its something that comes about from being in an organization that frustrates the natural motive to be safe and to contribute to safety. Hygeine Factors.
Note: If LDI has not been done, skip this slide EXPLAIN: this graph shows the composite of everyone in the workshop. It shows results as a percentile compared to BST’s data from more than 4,000 other leaders. ASK: what do you notice about the results that seems important? (For example, differences between reports and self are often interesting. The lowest and highest items are worth noting.) ASK: Does this surprise you? EXPLAIN: each of you will get individual data just like this, and we will use it to help you customise a personal action plan.
