1. 1

2. 2

3. 3

4. 4
Bradley Curve / Safety Maturity
5 Traditional Safety Programs
4
Injury Compliance Oriented
Rate
3
Systems Oriented
2
Hazard ID & Elimination
1
Behavioral
10 to 15 Years

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Management Behaviours - Level 1
• Know the lost time
accident rate 5
• Include safety on the
agenda following a 4 Level 1
specific incident / event Injury
Rate Level 2
• Listen to safety 3
presentations on request
Level 3
• Received some safety 2
training – legal Level 4
• Safety dept. leads on
1
safety Level 5
10 to 15 Years

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Management Behaviours - Level 2
• Know some details of the
more serious incidents 5
• Want to know about how
they compare to other Level 1
companies 4
Injury
• Will expect immediate Rate Level 2
cause actions for LTI 3
• Organization will start to Level 3
have safety as a regular 2
item on the agenda Level 4
1
Level 5
10 to 15 Years

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Management Behaviours - Level 3
• Received safety training
on management systems 5
• Personally check on
accident investigations Level 1
4
• Focus on poor site Injury
performance Rate Level 2
3
• Safety performance of
subcontractors is Level 3
included in the 2
measurements Level 4
1
Level 5
10 to 15 Years

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Management Behaviours- Level 4
• Personal safety
objectives
5
• Actively seek to learn
from other companies
Level 1
• Give support to poorly 4
Injury
performing sites Rate Level 2
• In-depth analysis of 3
accident causation Level 3
• Subcontractor 2
performance is given
Level 4
equal status
1
• Safety leadership is part Level 5
of career development
10 to 15 Years

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Management Behaviours - Level 5
• What can I do to
5
prevent this accident?
• Focus on leading Level 1
indicators 4
Injury
• Safety is considered all Rate Level 2
organizational changes 3
• Safety is an integral Level 3
part of business 2
activities Level 4
1
Level 5
10 to 15 Years

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Where do you think you are at?

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What, How, and Why?
IIPP
Culture
IFE SHEMS

12. 12
Empowerment

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Leadership Commitment
• Create and maintain a culture of behavior that demands
zero incident performance.
• Create a climate of accountability and responsibility
for safe performance at all levels of the company.
• Provide opportunity for training at all levels.

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Leadership Commitment cont.
• Create a climate of teamwork within your company
• Communicate expectations in an effective and efficient manner
• Create a climate of exceeding customer expectations
• Last but not least, Morally and ethically – It is the right thing to do

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Evolution of Safety
The safety programs of the past have been
reactive in nature and “incident driven”. Efforts
now will encompass preventive strategies that
will be behavior driven, requiring employee
participation and accountability at all levels.
Roles and responsibilities will be better defined
in order to ensure that safety is not simply a
priority, but is a recognized value.

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Accountability
Accountability is:
• Personal ownership
• Voluntarily aligning with goals
• Doing one’s part to achieve goals and meet
expectations
• Accepting the consequences for the results

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Character
• Beliefs – assumptions or convictions that a
person holds to be true regarding people,
concepts, or things.
• Values – ideas about the worth or importance
of people, concepts, or things. They come from
a person’s beliefs

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Character
What we see, hear, read, reflect upon,
experience, etc. causes us to develop an
opinion (belief) about something. This belief
gives us an understanding or misunderstanding
which, in turn, allows us to appraise the worth
of it (value). The value we place is not always
correct due to lies, misunderstanding, lack of
experience, miscommunication, inappropriate
role models, etc.

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What Do People Want From Their Jobs?

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Supervisors ranked it as:
• High Wages • Personal Loyalty of
• Job Security Supervisor
• Promotion in the • Tactful Discipline
Company • Full Appreciation of Work
• Good Working Conditions Being Done
• Interesting Work • Help on Personal
Problems
• Feeling of Being In On
Things

21. 21
Employees ranked it as:
• Full Appreciation of Work • Interesting Work
Being Done • Promotion in the
• Feeling of Being In On Company
Things • Personal Loyalty of
• Help on Personal Supervisor
Problems • Good Working Conditions
• Job Security • Tactful Discipline
• High Wages

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We do not produce excellence when we feel
uninvolved, insignificant, and threatened.”
Kouzes and Posner The Leadership Challenge

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Understanding Leadership and
Management.
“ Managers are people who do things right, while
leaders are people who do the right thing”
Warren Bennis, PHD “On Becoming a Leader”
(1989)

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Understanding Leadership and
Management.
• Management skills are necessary for the
execution of work, but not for providing
“leadership”
• In fact good leaders are made not born.

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Concepts of Leadership
• Trait Theory – Personality traits may lead
people naturally into leadership roles.
• Great Events Theory – A crisis or important
event may cause a person to rise to the
occasion.
• Transformational Leadership Theory –
People can learn leadership skills.

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Understanding Leadership and
Management.
As opposed to leadership task such as;
• Modeling behaviors (leading by example)
• Advocating for the “right thing”
• Creating an environment for open discussion
• Not being afraid to try new ways of doing things
• Encouraging and celebrating success

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Concepts of Leadership
Leadership – Leadership is a process by which a
person influences others to accomplish an
objective and directs the organization in a way
that makes it more cohesive and coherent.
Leaders carry out this process by applying their
attributes, such as beliefs, values, ethics,
character, knowledge, and skills.

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Concepts of Leadership
Your position as a manager or supervisor gives
you the authority to accomplish certain tasks.
This power does not make you a leader. It
simply makes you the boss.
Leadership differs in that it makes the followers
want to achieve high goals, rather than simply
bossing people around.

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Concepts of Leadership
Leadership is not power – power is the capacity
to bring about desired outcomes and prevent
those not desired.
While leaders always have power, the powerful
are not always leaders.

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Concepts of Leadership
Leadership is not status – status or position
may enhance the opportunity for leadership
and (accountability)
Leadership is not authority - a person may
have subordinates, but not followers.

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Concepts of Leadership
When employees are deciding if they respect
you as a leader, they do not think about your
attributes, rather, they observe what you do so
that they know who you really are.

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Concepts of Leadership
Respected leaders concentrate on what they
are [be] (such as beliefs and character), and
what they know (such as jobs, tasks, and
human nature), and what they do (such as
implementing, motivating, and provide
direction).

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Leadership Communication Principles
• Setting Expectations: Expectations begin behavior / Accountability
maintains behavior
Understand safe production expectations
Establish what good behavior looks like
Does your behavior match your expectations?
• Praising: Put on your hardhat and go out specifically to catch people
doing something right!
When you catch someone doing something right, tell them “Thank You” (Praise people
immediately)
Tell people what they did right – be specific about the behavior
Tell people how it benefits the organization
Make it personal and sincere.

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Principles of Leadership
To help you be, know, and do, follow these 11
principles of leadership.
1. Know yourself and seek self-improvement. Seeking
self improvement means continually strengthening
your attributes.
“Leonardo da Vinci didn’t sign up for a webinar to
learn the possibilities of flight. Rather he wandered and
studied birds”
2. Be technically proficient- As a leader, you must
know your job and have a solid familiarity with your
employees tasks.

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Principles of Leadership
3. Seek responsibility and take responsibility for your
actions – Search for ways to guide your organization to
new heights. And when things go wrong, do not blame
others. Analyze the situation, take corrective action and
follow-up.
4. Make sound and timely decisions – Use good problem
solving, decision making, and planning tools.

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Principles of Leadership
5. Set the example – Be a good role model for your
employees. They must not only hear what they are
expected to do, but also see.
6. Know your people and look out for their well being –
Know human nature and the importance of sincerely
caring for your workers.

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Principles of Leadership
7. Keep your workers informed – Know how to
communicate with not only them, but also senior
management and other key people.
8. Develop a sense of responsibility in your workers –
Help to develop good character traits that will help them
carry out their professional responsibilities.

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Principles of Leadership
9. Ensure that tasks are understood, supervised and
accomplished – Communications is the key to this
responsibility.
10. Train as a Team – Although many so called leaders call
their organization a team; they are not really teams…
they are just a group of people doing their jobs.

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Principles of Leadership
11. Use the full capabilities of your
organization – By developing a team spirit,
you will be able to employ your organizations to
its fullest capabilities.
 Shop
 Office
 Field

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“It is absurd to believe that soldiers who cannot be
made to wear the proper uniform can be induced to
move forward in battle. Officers who fail to perform
their duty by correcting small violations and in
enforcing proper conduct are incapable of leading.”
- General George S. Patton Jr., April 1943

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Factors of Leadership
There are four major factors in leadership.

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Factors of Leadership
Follower
New hires and workers who lack motivation are
examples of employees who require more
supervision. You must know your people!

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Factors of Leadership
Leader
You must understand who you are, know, and
can do
Followers make leaders successful.
To be successful you must convince your
followers, not yourself or your superiors, that
you are worthy of being followed.

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Factors of Leadership
Communication
You lead through two-way communication.
Set the example.
How you communicate either builds or harms
your relationship between you and your
employees.

46. 46
Factors of Leadership
Situation
All employees are different.
You must use your judgment to decide the best
course of action for each situation.

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"If everyone is thinking alike, someone isn't
thinking."
- General George Patton Jr

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10 Best Things for Safety Excellence
What barriers do we have?

49. 49
10 Best Things for Safety Excellence
1) Developing a vision for safety and aligning
leadership around it. “ Be Specific”
a. Create the vision ourselves
b. Recognize variation from the vision and
respond.
c. Stimulate
d. Participate

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10 Best Things for Safety Excellence
2) Measure climate, culture, & leadership
capability.
This enables strategy for improvement.

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10 Best Things for Safety Excellence
3) Stop doing the things that create poor organizational
culture and safety climate
What managers do to undermine Safety Culture and
Climate.
a. Focus on injuries while ignoring exposure.
b. Talk about zero injuries while ignoring safety issues.
c. Make bonus compensation based on recordables.
d. Ask for input on Safety and don’t respond.
e. Block upward communication of safety issues.
f. Blame lower level leader for systems they can’t control.
g. Miss-classify injuries to make numbers look good.
h. Make Safety number one and then trivialize it.

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10 Best Things for Safety Excellence
4) Engage each level of employee in significant
safety interventions.
Front Line: Get them involved, avoid meddling.
Middle: Know the critical behaviors / Problem
Solve
Senior: Require a high personal safety ethic.
Provide coaching as needed.

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10 Best Things for Safety Excellence
5) Move the focus of the organization from injuries to
exposure.
What leaders do to make it real.
a. Learn where the exposure for injury is.
b. Emphasize near miss reporting & investigation.
c. Do root cause analysis broadly and properly.
d. Respond to near miss data.
e. Understand that exposure reduction is injury reduction.

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10 Best Things for Safety Excellence
6) Understand the role of behavior.
- Understand the sensitivity to the word “ behavior”
- Understand that safe behavior refers to all levels of
employees, especially senior leaders.
- Understand that behavior always interacts with systems,
leadership. And culture.
- Enable safe behavior.

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10 Best Things for Safety Excellence
7) Develop valid leading indicators.
a. Set standards for what qualifies as a leading
indicator.
b. Test potential leading indicators.

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10 Best Things for Safety Excellence
8) Focus on serious injuries and fatalities as a
category.
a. Measure serious injuries and fatalities
together.
b. Understand the Root Causes of this category
of Incident.
c. Design intervention centrally and implement
locally.

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10 Best Things for Safety Excellence
9) Address Sub-contractor safety with the same
rigor as employee safety.
a. Define safety objectives.
b. Leadership behaviors.
c. How non-compliance will be handled.
d. Perform measurement and reporting.
e. Climate and culture is essential.

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10 Best Things for Safety Excellence
10) Instill Personal Safety Ethics in each of our
leaders.
Self-awareness
Empathy
Contact
Responsibility
Impact

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10 Best Things for Safety Excellence
Understand Personal Safety Ethics Pivotal
importance.
Become a model to others.
Learn how to create it in leaders.
Take on the objectives of assuring Personal
Safety Ethics in all leaders.

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Seven Habits of Failed Leadership
Habit One: Taking Charge as
“Commanding General”
Failing to sell ideas (rather than simply
giving orders).

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Seven Habits of Failed Leadership
Habit Two: Being Vague on Values
Failing to establish clear ethical guidelines.

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Seven Habits of Failed Leadership
Habit Three: “Do as I say, Not as I do”
Failing to walk your talk

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Seven Habits of Failed Leadership
Habit Four: Overlooking “Right Things”
Failing to support the right action

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Seven Habits of Failed Leadership
Habit Five: Managing by “The idea
of the Month”
Failing to see your own ideas to completion

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Seven Habits of Failed Leadership
Habit Six: Courting Disaster
Failing to celebrate small victories in the
presence of larger defeats

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Seven Habits of Failed Leadership
Habit Seven: Resting on our Laurels
Forgetting to listen – and learn

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SAFETY LEADERS
Safety Leaders follow these rules.
1. Stop unsafe work immediately
2. Actions speak louder than words. Lead By Example.
3. Provide positive recognition and praise to encourage safe
behavior
4. Never condone unsafe actions by just walking away.
5. All employees must be involved in the safety process.
6. Don’t be afraid, Discipline + Accountability.

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99.9% Good Enough?
• 2 Unsafe Landings at O’Hare Airport Each Day
• 16,000 Lost Pieces of Mail Per Hour
• 20,000 Incorrect Drug Prescriptions Per Year
• 50 Newborn Babies Dropped at Birth Each Day
• 900,000 Credit Cards Will Have Incorrect
Information

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“Even if you're on the right track, you’ll
get run over if you just sit there”
Will Rogers

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In a Nutshell
• The basic cause of low productivity, sub quality, and accidents are the
same.
• Chance determines whether these common causes result in loss to people,
property, or productivity.
• The vast majority of lost productivity and substandard results are from lack
of leadership.
• Losses to people, property, and productivity don’t “just happen”, they are
caused.