An ongoing 7-year partnership between the University of Saskatchewan and LutherCare Communities provides an opportunity for health professions students in the “Longitudinal Elderly Person Shadowing (LEPS) Project” to learn with, from and about their senior partners through a series of social events and structured small group visits. Participating students learn about health issues associated with aging, gain an appreciation for events that have shaped their senior partners’ lives, examine their own attitudes towards older adults and aging, and experience the benefits and challenges of working in interprofessional teams, while participating seniors enjoy sharing their wealth of knowledge and experience with the students whom they find to be professional and full of vitality.
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Teamwork and Communication: The LEPS Project Benefits Both Students and Seniors
1. LPS Leadership
Corporate Separateness Notice
This document was prepared for planning, analysis and discussion purposes only. The final decision regarding any plans contained herein cannot be made until relevant management has reviewed and
approved or endorsed such plans. Nothing contained herein is intended to override the corporate separateness of affiliated companies. Working relationships discussed in this material do not necessarily
represent a reporting connection, but may reflect a functional guidance, stewardship, or service relationship. Where shareholder consideration of a local entity matter is contemplated by this material,
responsibility for action remains with the local entity. References to “ExxonMobil,” “EM,” “Global Real Estate & Facilities,” “GREF,” “RE,” “Facilities,” “RE/F,” “EMES,” “GRE,” “we,” and “our,”
and references to countries and other geographic areas are used for convenience and may refer to one or more of Exxon Mobil Corporation and its affiliates. All actions contemplated herein are subject to
observance of corporate separateness principles and other requirements of applicable laws and contractual arrangements. Competitor data is based on public sources.
Calgary
March 12, 2014
3. “Leadership Owns Safety Performance”
“The culture of safety starts with
leadership – because leadership
drives behavior and behavior
drives culture.”
Rex Tillerson, Chairman and CEO of ExxonMobil Corporation,
Statement to the National Commission on the BP
Deepwater Oil Spill and Offshore Drilling
November 9, 2010
Ultimately, our leadership will
determine our safety performance
4. You Cannot Buy a Safety Culture…
”When an organization reaches the point where
everyone owns the system and believes in it,
only then at that point, the culture of safety and
operational integrity has been established that
can be sustained — when it enters the hearts
and minds of the people of the organization
and becomes a very part of who we are.”
“You cannot buy a culture of safety off the
shelf—you have to craft it yourself.”
5. LPS Milestones
Assessing GREF culture using the four LPS
milestones
Milestone 1 – Implement LPS
– Train the workforce
Milestone 2 – Just do it
– Use the tools
Milestone 3 - Improve quality through stewardship
and accountability
– LPS starts at the top and works it way down
Milestone 4 – Full integration
– Critical part of daily business activities
6. LPS Leadership Fundamentals
LPS is a leadership development system
– From the senior leader to the front line worker
– Everyone participates and takes full ownership
for results
LPS is designed to change an
organization’s safety culture through
effective LPS stewardship
– Requires committed and engaged leaders
Stewardship in it’s simplest form is face to
face (F2F) conversations to promote proper
tool use and quality
– Behavior is best molded and shaped through
face to face conversations
Front Line Worker
Supervisors
First Line Managers
Middle Managers
Senior Managers
8. Feedback Fundamentals
Positive Reinforcement for correct
behaviors increases performance
– Behavior not reinforced fades away
Should be face to face (F2F)
Everyone has a strong desire for
feedback
It is estimated that 50% of performance
issues occur because of lack of feedback
Never overlook a safety infraction not
matter how small
Frequent, respectful, and open
communication is key
Specific
Observation
Effective
Feedback
Increased
Motivation
Improved
Performance
9. Coaching Fundamentals
Coaching encourages people to achieve their
maximum potential
– Reinforces what people are doing well
– Transforms undesirable behavior
Coaching maximizes performance
– Motivates people to increase their performance
by 40% or more
Appeals to feelings and attitudes is more
motivational than appeals to only reason
Coaching allows opportunities for leaders to
get to know and understand what motivates
their people
Performance
20% Peak
Performance
40%
Productivity/
Determined by
Motivation
40% Necessary
to keep job
10. Effective Coaching
• The most effective and motivational coaching is always
Immediate
• People are most receptive when coaching immediately follows an event that
warrants recognition or correction
• Be Specific
• State exactly what the person did well or needs to be improved
• Make it Interactive
• Coaching should be a discussion, the person being coached should do the
majority of the talking
• Use open ended questions to encourage participation
Use Active Listening techniques, it will provided valuable insight in
how this person thinks and what is motivating the behavior
11. Effective Coaching Continued
1. Describe the undesirable behavior – Be
specific
2. Have person explain potential
consequences of behavior
a) Ask “What could go wrong?” and “What is the
worst thing that could happen?”
b) Make it personal. How does this affect health,
family and career?
3. Discuss and agree on “acceptable”
behavior
4. Ask person for commitment to behavior
change
5. End discussion on positive note
12. LPS Leadership - Coaching
Case Study #1
A worker is not performing adequate SPSAs. The
worker always provides the same response or shares
a poor quality SPSA. Describe how you would coach
this worker.
Case Study #2
A worker was involved in a serious line of fire near
loss where they were almost struck by a overhead
load. The worker wasn’t paying attention and
entered a flagged off area. However, the worker did
report this incident to the supervisor immediately.
Describe how you would coach this worker.
14. Mentoring Fundamentals
The goal of mentoring is to make the mentee
more self-reliant and successful by:
– Sharing knowledge, wisdom and experience
– Hands on instruction to enhance ability and
motivation
Mentors who role model desired behaviors
send a strong and long lasting example of
expected performance
Actions of leaders are among the most powerful
motivational forces available
15. "Before you are a leader, success is all about
growing yourself. When you become a leader
success is all about growing others.”
Jack Welch
What is a Great Mentor?
GOOD MENTORS GREAT MENTORS
Tells the person what to do Helps the person realize
strengths and potential
Gives direction Facilitates the development of
abilities
Explains what a leader is Walks the talk – is a visible
leader
16. Effective Mentoring
“Tell” the person what activity they will do
– Explain why it is important
– Communicate performance expectations
– Share hints/best practices on how to do the activity well
“Show” the person how to do it well
– Demonstrate the activity or skill, showing each critical step
– Make sure the process is followed completely
Let the person “Do” the activity while you
observe
– Have the person do each step
– Offer positive and constructive feedback
– Ensure each step of the activity is mastered
TELL
SHOW
DO
17. LPS Leadership - Mentoring
Case Study #1
You are a manager with 4 supervisors that report to you.
Two of the supervisors do very poor quality LPOs,
especially with root cause analysis and LPO feedback
sessions. What would you do as a mentor to improve the
LPO process?
Case Study #2
During an LPS field assessment it was identified that
quality SPSAs were not being performed and that the
supervisors were not asking on a regular basis. What
would you do as the mentor to improve SPSA quality?
Say this: Slide Timing: 2 min
LPS is a system when used correctly is designed to develop every person in the organization into a safety leader.
From the senior executive to the front line worker.
For this to happen every person in the line chain of command must steward their direct reports.
If there is a missing link in the chain, we will not obtain the desired performance results.
Stewardship in it’s simplest form is face to face conversations about LPS tool use at the workplace.
Worker behavior can be changed through effective LPO feedback sessions, SPSA discussions and V&Vs.
We cannot change behavior by simply looking at numbers (i.e. metrics). We need to get out to the workplace and change behavior one F2F conversation at a time.
Say this: Slide Timing: 1 min
There are four critical skills that every leader needs to be proficient at in order to be effective with their LPS stewardship activities
They are; providing feedback, coaching, mentoring and facilitation.
We will look at each one of these core competencies in more detail on the next sets of slides.
Say this: Slide Timing: 2 min
Repeated positive reinforcement of desired behaviors will make the right way so attractive that the individual will have less desire to take the substandard way.
What is reinforced tends to become stronger
What is not reinforced tends to fade away
Feedback should always be face-to-face (F2)
The need for since recognition is amongst the most basic powerful psychological hungers which people have.
When the need is not reinforced, people will stop trying hard to get recognition.
Leaders may inadvertently contradict their true support for the safety.
Overlooking safety infractions no matter how small send the message that it is acceptable to deviate for standards.
i.e. Short cutting procedures and acceptable practices is positively reinforced or tolerated (FC#3)
Our job as leaders is to break down barriers to peak performance through frequent, respectful, and open communication between all people.
Say this: Slide Timing: 2 min
Coaching is a vital leadership skill that encourages people to achieve their maximum potential.
Some studies show that in a typically organization, the average person only needs to expend a 40% effort to maintain their job.
Through effective coaching we can increase motivation and performance by 40%.
Some psychologists call this difference in performance “discretionary effort” or “going beyond the call of duty.”
During short periods of time, workers will be able to achieve peak performance of 100% effectiveness.
People think with emotions. If you want the attention of a person and for them to grasp the meaning and significance of your message find an emotional plug. A sincere emotional appeal can produce immediate motivation and action.
Don’t overlook the personal side or reason to be a coach. It lets you build relationship, trust, rapport and break down barriers with the workforce.
Coaching helps you keep in touch with your employees and work with them as individuals to strengthen performance.