Transcript Authentic Communication - Lloyd's Register Energy Blog

Creating a Culture of
Safety Through
Effective Leadership
Question
What are some examples of
cultural issues in your
organizations that make it
difficult to ensure the safety of
your employees?
2
Questions
What are the critical ingredients in
a culture that has an excellent
safety record?
What must leaders do to develop
and maintain that culture?
3
Critical Ingredients
of Safe Cultures
1. Aligned and Engaged Employees
2. Effective communication
3. Reinforce what you want
4. Challenge what you don’t
4
Validation of this
Program
• This program was developed and taught to a
large construction company in Ohio as a part of a
commitment to improve safety after a fatality.
• Result: That company and one of its subsidiaries
have both recently won national awards from the
Associated General Contractors of North America
as having the best safety record in their class in
the United States.
5
1) Creating Alignment
The way many companies feel
The way the most effective companies
feel
This concept was introduced by Peter Senge in his book, “The Fifth Discipline”.
Questions:
1. Does your company feel more like the
figure on the left or right? Why?
2. How can you create a greater sense of
alignment?
6
Flip the pyramid to align and
engage employees
Management Mentality:
Keep employees in line
Leader
Management mentality:
How can we help you succeed?
Customers
Middle managers
Front line employees
Front line employees
Middle managers
Customers
Leader
Old school view of organizations
New school view of organizations
Ideas for these diagrams taken from Tom Peters, “Thriving on Chaos”
7
Douglas McGregor’s XY Theory
Theory x (‘authoritarian management’ style)
•
•
The
average person dislikes work and will avoid it when he/she can.
Therefore most people must be forced with the threat of punishment
to work towards organizational objectives.
Theory y (‘participative management’ style)
•
•
•
Effort in work is as natural as work and play.
People will apply self-control and self-direction in the pursuit of
organizational objectives, without external control or the threat of
punishment.
Commitment to objectives is a function of rewards associated with
their achievement.
8
Examples of old school and new
school management
Old school: Ford River Rouge plant in 1930s
• Ingots and rubber to a car in 3 days
• 100,000 employees. Make each task so simple anyone can do it.
•
•
•
•
•
10,000 subs every day of the week!
If you shut down the line you risk being fired.
You are paid to do, not think.
Quality is expensive. Focus on quantity.
No need to improve the process. Look at the results!
New School: Toyota was amazed by River Rouge in 1930. Went back in
1950. Nothing changed.
• Dignity of the individual worker is respected.
• We will never stop trying to improve the process of making the best cars in
the world.
• All employees invited to be on quality improvement teams.
• Everything is measured. All employee suggestions for improvement are
taken seriously.
9
• Quality becomes inexpensive.
2) Effective Communication
How we communicate:
• Three main elements in face-to-face
communication: words, tone, body language.
• Listeners understood our message by:
• Body language – 55%
• Tone of voice – 38%
• Words we say – 7%
Study done at UCLA by Albert Mehrabian, Ph.D.
10
The Communication Process
Putting thought into
symbolic form
sender
encoding
noise
message
Process by which the receiver
assigns meaning to the message.
decoding
receiver
media
noise
feedback
response
noise
11
3) Reinforce What You Want
What employees say motivates them
Ranked in order of importance:
1) Interesting work
2) Full appreciation for work done
3) Feeling of being in on things
4) Job security
5) Good wages
6) Promotion and growth opportunities
7) Good work conditions
8) Management is loyal to employees
9) Tactful discipline
10)Sympathetic help with problems
This information is based upon the research of Kenneth Kovack, Ph.D.
12
What their bosses thought motivated them
1) Good wages
2) Job security
3) Promotion opportunities
4) Good working conditions
5) Interesting work
6) Management is loyal to employees
7) Tactful discipline
8) Full appreciation of work done
9) Sympathetic help with problems
10)Feeling of being in on things
13
Some Thoughts on Recognition
According to research by
Development Dimensions International, Inc.
• Highly engaged employees have far fewer
quality errors than disengaged employees (52
errors per million pieces made vs. 5658 pmp!)
• Two big factors in engaged employees is that
they feel that their work is appreciated, and
they feel that their opinion counts.
14
More Thoughts on Recognition
For optimal motivation:
• Supervisors should compliment their employees
about four times* as often as they criticize them.
People want to cooperate when they are being
encouraged. When they get discouraged they
disengage.
• As Kenneth Blanchard has said, “Catch someone
doing something right.”
*According to research by John Gottman
15
More Thoughts on Recognition
According to Marcus Buckingham*:
• The most important factor in whether or not
employees liked their jobs was their
relationship with their supervisor.
• Turnover was most explained by a poor
relationship with that person’s supervisor.
• If employees felt appreciated, they were
more engaged and had lower turnover and
fewer mistakes.
*First Break all the Rules
16
More Thoughts on Recognition
When you compliment someone:
• Be specific about what they have done.
• Look them in the eye.
• Let them know how much you appreciate
what they have done.
• If possible, do it in public.
17
More Thoughts on Recognition
According to the book Positive Discipline:
Recognition is most effective when it is:
• Timely – Don’t wait until the review. Do it now!
• Specific – Tell the person exactly what they did
right.
• Personal – Delivered in a way that person finds
meaningful.
• Proportional – Is appropriate to what they did.
18
4) Challenge What You Don’t
Want
• What is the difference between
these three terms?
• passive/aggressive
• assertive
• aggressive
19
The Assertiveness Continuum
Passive/Aggressive
Confidence
level
Motivation
Self-talk
Assertive
Aggressive
Low
High
Low
Approval
Seeking
Connection
With others
Control over
others
“Tell me I am okay.”
“People are good,
and so am I.”
“The world is a
dangerous place.
I must protect
myself.”
20
The Control-Dependency Loop
Behavior: Loud, domineering, angry, not listening
Control
(Aggressive)
Dependency
(Passive/aggressive)
Behavior: passive, passive-aggressive, disengaged
21
Replacing
Control/Dependency with
Partnership
“One of a leader’s main responsibilities is to constructively listen to bad news and then to fix the problem immediately.
As soon as employees feel you are not listening to what is wrong everything unravels in a hurry.” Bill Gates
Partner
(management)
Shared ownership
Partner
(employees)
• If you want partnership, you should rarely, if ever, lose your
temper.
• That always causes disengagement. Learn to listen more effectively
if you want feedback on “near misses” you seek.
• If this behavior is accepted in your company it’s worth considering
22
making it unacceptable.
The "How To" of Assertiveness
"There are small Hitler's
around us every day."
Robert Payne
• Describe the behavior
• Explain how it makes you feel
• Explain the changes you would like
• Do not:
•
•
•
•
Sound accusatory
Label the person’s behavior as wrong
Call the person names
Lose your cool
• Do:
• Be gentle. Try not to make the person
defensive. Listen, but stay focused.
23
Performance Problem Discussion
Checklist: Harvey and Sims*
1. Identify desired and actual performance in specific
behavior terms.
2. Determine impact of the problem.
3. Identify realistic consequences.
4. Check past practices for consequences.
5. Determine type of discussion. Coaching, counseling,
formal discipline?
6. Seek feedback from others, especially for formal
discipline.
7. Document
*Positive Discipline
24
Conducting a successful
accountability discussion with an
employee: Harvey and Sims
Steps:
1. Understand that the goal is to gain the employee’s
agreement and make the desired behavior change.
2. Describe the actual and desired behavior.
3. Ask for agreement on the problem. If they won’t agree,
you set consequences.
4. Discuss possible solutions. Be very specific about
behaviors and time frames.
5. End on a positive note.
25
More Thoughts on
Confrontation
• How do we "win" a confrontation?
• What is the reason we confront
someone else?
• Whose approval are we after when
we confront someone?
26
Decision Making Leave:
According to Harvey and Simms
Consequence that is different from time off.
• Tell them to “Take the next day off and make a final
decision to correct the problem or resign”
• This demonstrates that the employee is responsible for
their behavior.
• Employees take this seriously.
• It is more effective than time off, which just feels like
punishment.
27
Have a progression
1. First confrontation: Please don’t do this again.
• Start here most of the time.
2. Second confrontation: If you do it again, this
will be the consequence.
• If the behavior is serious you may need to start here.
3. Third confrontation: Deliver the consequence.
•
If the behavior is egregious, you may need to start
here.
• This omits the need to get angry. Let the consequence combined
with positive reinforcement create the behavior change you seek.
28
Dealing with Your Emotions:
How to stay cool in a confrontation
"Every time you
meet a situation,
though you think at
the time it is an
impossibility and
you go through the
tortures of the
damned, once you
have met it and
lived through it,
you find that
forever after you
are freer than you
were before."
• If you do not understand and manage
your emotions they will undo every
bit of your efforts at assertiveness.
• Emotions are powerful indicators that
you need to assert yourself.
Eleanor Roosevelt
• They can also be a powerful part of
the solution, or your undoing.
29
Productively Dealing with
Your Emotions
“Speak when you are angry and you will make the greatest speech you will ever regret.” William Ury
To manage your emotions in a confrontation instead of
being managed by them, you:
•
•
•
•
Acknowledge them
Accept them
Assess them and
Act upon them.
• If you do not make a plan beforehand to assert
yourself, you will probably regret what you have to
say in the moment.
• Useful tip: Bring notes into the confrontation. This
will keep you focused if they get defensive.
30
Case Study
• Company that won AGC safety award did
the following to increase accountability:
– Quarterly audits with a checklist of safety
areas
– Top management present for audits
– Results of audits published for everyone to
see.
– Managers look forward to these audits to
prove they are complying with guidelines.
31
Reading Material
Embracing Rebellion: If you can raise
teenagers you can lead anyone
Steve Anderson
Positive Discipline: How to Resolve Rough
Performance Problems Quickly…and
Permanently
Harvey and Simms
32
Questions?
33