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Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.

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Australian Institute of Health & Safety
Australian Institute of Health & Safety

Workshop 1: Safety Leadership in action: The Role of safety leadership in Creating a positive safety culture. Presented by, Anthony Gibbs, CEO Sentis

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Copyright © Sentis Pty Ltd 2023. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and registered trademarks. No material from this document is to be reproduced or used in any format without express written permission. SAFETY LEADERSHIP IN ACTION THE ROLE OF SAFETY LEADERSHIP IN CREATING A POSITIVE SAFETY CULTURE
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
1 2 3 The new definition of safety and the role of safety leadership in creating a positive safety culture OVERVIEW The Brain and Leadership: The brain science of leadership Psychology of Influence 4 Safety Leadership in Action: Key influencing tools in creating a positive safety culture
Name and role in the business ACTIVITY: INTRODUCTIONS What does safety mean to you? Why does safety matter to you?
EXPANDING SAFETY: CARING FOR THE COMPLETE INDIVIDUAL Physical Psychological Social Physical safety - being protected from physical harm or danger Psychological safety - the extent to which individuals feel confident to express their thoughts and opinions, without fear of negative consequences. Social safety - the sense of security people have in their relationships and interactions with others.
PERSONAL BIG 5
DO WE SEE SAFETY AS A ‘COST’ OR A ‘CURRENCY’?
Safety is not about protecting you FROM something, but FOR something.
JOINING THE DOTS
SAFETY CULTURE MATURITY QUIZ Take our new interactive quiz to discover the greatest areas of improvement to help your people.
RESEARCH SAMPLE
86% of organisational sites operate from a negative safety culture
“Safety is important if it doesn’t cost money.” “You come to work and no one gives a s*** about safety.” “Some of them just don’t care about safety procedures.” “A piece of paper won’t stop someone dying— it’s developed as an a***- covering exercise.” “I think people are so used to living in filth at work that they don’t care anymore.” “We have fired people who have been injured and then avoided recording it.” “We are constantly complaining to managers about the air quality, that after 4pm we can’t breathe.”
THE BIGGEST OPPORTUNITIES Top five opportunity areas identified across sites operating at Counterproductive and Public Compliance levels of safety culture maturity. Safety Culture Dimension Opportunity Frequency (% of Sites) Quality of safety procedures* 56% Management safety commitment* 51% Internal context* 48% Willingness to report incidents and errors 40% Employee safety performance* 37% *Denotes dimensions that have a strong correlation with safety culture maturity (Pearson Correlation ≥0.70)
LESSONS FROM SITES DOING WELL Top five strength areas identified across sites operating at Private Compliance and Collaborative levels of safety culture maturity. Safety Culture Dimension Strength Frequency (% of Sites) Safety mission and vision* 60% Management safety commitment* 60% Within-team safety communication 50% Safety responsibility* 50% Team support for safety 40% *Denotes dimensions that have a strong correlation with safety culture maturity (Pearson Correlation ≥0.70)
CREATE A STRONG VISION OF THE CULTURE YOU WANT TO ACHIEVE COST What not to do Absence of harm Lag indicator focus Correct and control Blame Error / mistake focused Hunt the mistake Blame the worker Top down Hide issues Black and white rules External Locus of Control (ELOC)
CREATE A STRONG VISION OF THE CULTURE YOU WANT TO ACHIEVE CURRENCY What to do Presence of safety Focus on capacity and capability Empower and collaborate Learning from success Hunt the good stuff Look at the system Walk a mile in your shoes Freedom in a framework Internal Locus of Control (ILOC)
FACTORS THAT DRIVE SAFETY MATURITY UP AND DOWN Physical Psychological Social
Physical Social Psychological
THE LEADERSHIP LINK      Impact of Poor Safety Leadership on Employees Safety Behaviours Negative safety culture Low discretionary effort Positive safety culture High discretionary effort
THE LEADERSHIP LINK Impact of Strong Safety Leadership on Employees Safety Behaviours      Negative safety culture Low discretionary effort Positive safety culture High discretionary effort
SCM IN ACTION
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
LEADER LINK: APPLYING PB5 & THE SAFETY CULTURE MODEL REVIEW YOUR SCM FOR YOUR AREA How well are you and your team investing in all components of safety culture? ENVIRONMENT, PRACTICES, PERSON & LEADERSHIP What needs to change or be invested in to achieve a total safety culture? ENGAGE TEAMS WITH THEIR PB5 Get to know what is important for your team members’ PB5. Keep their PB5 front-of-mind regularly. Remind them to consider their PB5 when making safety decisions each day.
2 THE BRAIN & LEADERSHIP
WHY DO WE FOCUS ON THE BRAIN?
AS WE GO TO A BREAK….AN INTRO TO OUR BRAIN
BRAIN FACT: Our brain was designed for survival in simple environments
BRAIN FACT: Our brain likes to find ways to conserve energy
Behavioural and procedural controls are here to stay. Therefore, there is a need to make sure their inherent frailty is understood… This includes an increased understanding of social, psychological, organisational culture and culture change as well as an appreciation of human error/reliance. International Council on Mining & Metals - 2019
THREE FUNCTIONS OF THE BRAIN FILTER IN G IN FOR MATION PAYING C ON SC IOU S ATTEN TION R U N N IN G OU R SU BC ON SC IOU S PR OC ESSES
ACTIVITY: PAY ATTENTION Licensed for use through Viscog Productions, Inc. (www.Viscog.com)
DIPI MILLIONS OF BITS OF INFORMATION ATTEND
KEEP IT SIMPLE If we only have 7 Units then make sure you give directions and information in simple bite-size chunks so that it is easier for your people to process it. LEADER LINK: USING OUR 7 UNITS MOST EFFECTIVELY MANAGE ‘GORILLAS’ Be mindful of what may be distracting or is creating blindspots for your team. Find ways to remove the distractions or direct your teams’ attention where it is needed: ‘What’s Important Now?’. Also, consider this: are you potentially being a ‘gorilla’ for your team?!
DANGEROUS First and foremost, we are hard wired for survival and prioritise our attention to those things that could harm us. DIPI IMPORTANT We tend to focus on those things that have become important to us throughout our life. PLEASURABLE Our attention will be drawn to things that we enjoy, make us feel good or make us happy. INTERESTING We have a knack for picking out the unusual, strange or inconsistent information in our environment.
WHAT AFFECTS OUR BRAIN’S ABILITY TO SEE RISK? MEDICATION RUSHING
Questions automatically activate the ‘search engine’ of our brain. The question you ask will determine what ‘folder’ it looks in to find you an answer.
ATT ITUDE BEHAVIOUR RESULT THINK, FEEL, DO
PROMOTE YOUR RISK ASSESSMENT Help your team to see the ongoing benefits of risk assessment – remind them that things can change. Personal and formal risk assessment processes help us to focus our attention and counteract some of our brain limitations. CELEBRATE THE WINS If you are asking your team to identify risks and report hazards, then find ways to promote this as a positive – the risk was found before it progressed to something worse. GORILLA HUNTING We have several brain limitations that can impact our ability to see risk. Counteract these limitations by using risk assessment tools effectively, sharing knowledge around risks with team members and hunting for ‘gorillas’. ASK ‘IS IT WORTH THE RISK?’ Check your ‘frames’ before commencing a task. Is the risk, or the risk of not managing a potential hazard, worth it to you and your PB5? SEEING AND MANAGING RISK
3 THE PSYCHOLOGY OF INFLUENCE
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
UNDERSTANDING THE ‘SOCIAL BRAIN’
HOW DO YOUR PEOPLE EXPERIENCE SAFETY AT WORK PAGE 45
SAFETY IMPLICATIONS
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
BRAIN TOOL: The portion of responsibility I choose to take in any given situation: WHAT’S MY 50%?
THE ‘ONAGAWA CASE’
CONSCIOUS LEADERSHIP: TWO THINGS TO CONSIDER THE FRAME I HAVE AROUND MYSELF AS A LEADER THE FRAME I HAVE AROUND MY TEAM
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
S T A G S P R O G R E S S MAINTENANCE ACTION PREPARATION CONTEMPLATION PRE-CONTEMPLATION STAGES OF CHANGE PSYCHOLOGY OF CHANGE Any behaviour change depends on having: 1. The reason or motivation to change 2. The knowledge of how to change Organisations are more than just a sum of their individual employees. For effective change, processes must take individual and organisational factors into account. W H E R E D O Y O U R S A F E T Y I N I T I AT I V E S T A R G E T ?
PSYCHOLOGY OF CHANGE P R O G R E S S MAINTENANCE ACTION PREPARATION CONTEMPLATION PRE-CONTEMPLATION STAGES OF CHANGE Where most safety initiatives target ...and here ... here Better to focus here…
SAFETY LEADERSHIP IN ACTION 4
THE SAFETY LEADERSHIP SKILLS REQUIRED TO DRIVE A POSITIVE TEAM SAFETY CULTURE PAGE 22
THE FOUR STRATEGIES OF A SAFETY LEADER Leading as the ‘Guide’ Leading as the ‘Coach’ Leading to ‘Empower’ Leading as an ‘Advocate’
PULLING THE RIGHT LEVERS AT THE RIGHT TIME The four strategies of a safety leader: • The Leader as the ‘Guide’ • The Leader as the ‘Coach’ • The Leader as the ‘Empowerer’ • The Leader as the ‘Advocate’
DIRECT, INSPIRE & MOTIVATE (THE ‘GUIDE’) MONITOR, COACH & INFLUENCE (THE ‘COACH’) CHALLENGE, COLLABORATE & DELEGATE (THE ‘EMPOWERER’) TRUST & WILL TIME & SKILL THE ‘ADVOCATE’
THE FOUR STRATEGIES OF A SAFETY LEADER The Leader as the ‘Guide’ The Leader as the ‘Coach’ The Leader as the ‘Empowerer’ The Leader as the ‘Advocate’
THE LEADER AS THE ‘GUIDE’ ✓ Outlines a clear safety vision and how to achieve it ✓ Role models expected behaviour ✓ Supports team with skills development and resources to do the job ✓ Recognises good safety outcomes and corrects gaps observed ✓ Actively listens and seeks to understand ✓ Promotes self-initiated reflection for safety investment ✓ Addresses challenges and find solutions in the moment Effective Skills:
How: Find the time Join the dots Give people ‘just enough rope’ Hold people to account THE LEADER AS THE ‘GUIDE’
CONVERSATION FRAMEWORK
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
✓ Challenges people to think differently about safety ✓ Encourages workers to discuss and resolve safety issues ✓ Suggests sources of inspiration to solve the safety challenge ✓ Provides ongoing feedback about safety decisions onsite ✓ Uses a combination of tangible and intangible rewards (e.g. verbal praise) to acknowledge safety success THE LEADER AS THE ‘COACH’ Effective Skills:
How: Become a master of questions Apply appreciative inquiry skills Know what inspires your people Hold your ground and help people to resolve their own challenges THE LEADER AS THE ‘COACH’
ENCOURAGE PARTICIPATION “What are some other ways we could tackle this task?” ENGAGE THINKING “What is the biggest risk we need to manage in this task?” ENCOURAGE OWNERSHIP “What are we going to do to make sure this is resolved?” CHECK FOR UNDERSTANDING “Are you clear on how this may impact your tasks today?
✓ Tailors the safety vision to target specific growth areas within the team ✓ Strategically shares information about safety onsite to increase individuals’ sense of personal responsibility ✓ Provides opportunities for the crew to take more personal responsibility for their safety ✓ Encourages workers to recognise and reward each other for high safety performance THE LEADER AS THE ‘EMPOWERER’ Effective Skills:
How: Become a master of effective recognition Learn to foster collaboration Give over the keys to the car THE LEADER AS THE ‘EMPOWERER’
TOKENS: UNITS OF RECOGNITION
EFFECTIVE TOKENS H O W C A N W E E N S U R E A C K N O W L E D G E M E N T I S E F F E C T I V E F O R I N D I V I D U A L S ?
Due to your choice we … As a result of your … Because … Type of people, we / you are
ACKNOWLEDGEMENT IN ACTION IN ACTION “Here in the southeast I wanted to acknowledge that overnight we had no emergency rescues. That is a great tribute to the people of this region. I am very proud of them. They did what we asked… …They followed all the warnings, they co-operated with our emergency staff and I am very, very proud of our staff who were out there on the frontline last night… …It was an incredible effort overnight and I am very grateful to all of the people who heeded our warnings and helped our emergency staff keep us all safe”
“This team has been given this achievement award because of the excellent effort we put forth the entire year. I believe that reflects the type of people we are.”
THE LEADER AS THE ‘ADVOCATE’ ✓ Actively cares for the health and wellbeing of their people ✓ Actively listens to teams needs ✓ Role models organisational expectations ✓ Supports organisational goals by promoting them to team ✓ Recognises and promotes team effectiveness to senior leadership ✓ Addresses challenges up and down the line to find best solutions for team and organisation Effective Skills:
THE LEADER AS THE ‘ADVOCATE’ How: Ramp up your emotional intelligence Ramp up your diplomacy skills Know the safety vision well and find your ‘pitch’ Become a ‘poster child’ for psychological safety
“THIS IS THE WAY WE’VE ALWAYS DONE IT…” Appreciative Inquiry is about asking questions that trigger critical thinking = Root Cause “Doing things the way we have before keeps us comfortable and feeling in control. But what might the benefits be in rethinking how we do things?” “Have we had to make a change in the past? How did we achieve it? It may not have been easy at first, but have we shown ourselves it can be done?” “When was the last time we stopped to challenge ourselves about the way we do things? Could we be missing an opportunity here for a change for the better? “What would need to happen in order to make this change work and be worth doing?” INFLUENCING UNHELPFUL FRAMES…
ACTIONABLE INSIGHTS
WHAT HAVE WE COVERED… DIPI TOKENS 7 UNITS SOLUTION FOCUSED LANGUAGE QUESTIONS SOCIAL BRAIN
SO WHAT?
The Safety Leadership Masterclass Starts September 25, 2023 Duration 8 weeks, online Watch course videos, engage in live Q&As with safety culture experts and extend your learning with optional challenges Collaborate with 24/7 access to a global community of likeminded peers Apply your learning to become an influential change agent and create a clear roadmap for culture change success. Learn more and secure your place today safetyleadershipmasterclass.com Request more information
sentis.com.au 1300 653 042 ANTHONY GIBBS CEO +61 427 521 757 Anthony.Gibbs@sentis.com.au Copyright © Sentis Pty Ltd 2023. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and registered trademarks. No material from this document is to be reproduced or used in any format without express written permission. https://www.linkedin.com/in/anthony-gibbs/ Q&A OVER TO YOU

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Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.

  • 1. Copyright © Sentis Pty Ltd 2023. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and registered trademarks. No material from this document is to be reproduced or used in any format without express written permission. SAFETY LEADERSHIP IN ACTION THE ROLE OF SAFETY LEADERSHIP IN CREATING A POSITIVE SAFETY CULTURE
  • 3. 1 2 3 The new definition of safety and the role of safety leadership in creating a positive safety culture OVERVIEW The Brain and Leadership: The brain science of leadership Psychology of Influence 4 Safety Leadership in Action: Key influencing tools in creating a positive safety culture
  • 4. Name and role in the business ACTIVITY: INTRODUCTIONS What does safety mean to you? Why does safety matter to you?
  • 5. EXPANDING SAFETY: CARING FOR THE COMPLETE INDIVIDUAL Physical Psychological Social Physical safety - being protected from physical harm or danger Psychological safety - the extent to which individuals feel confident to express their thoughts and opinions, without fear of negative consequences. Social safety - the sense of security people have in their relationships and interactions with others.
  • 7. DO WE SEE SAFETY AS A ‘COST’ OR A ‘CURRENCY’?
  • 8. Safety is not about protecting you FROM something, but FOR something.
  • 10. SAFETY CULTURE MATURITY QUIZ Take our new interactive quiz to discover the greatest areas of improvement to help your people.
  • 12. 86% of organisational sites operate from a negative safety culture
  • 13. “Safety is important if it doesn’t cost money.” “You come to work and no one gives a s*** about safety.” “Some of them just don’t care about safety procedures.” “A piece of paper won’t stop someone dying— it’s developed as an a***- covering exercise.” “I think people are so used to living in filth at work that they don’t care anymore.” “We have fired people who have been injured and then avoided recording it.” “We are constantly complaining to managers about the air quality, that after 4pm we can’t breathe.”
  • 14. THE BIGGEST OPPORTUNITIES Top five opportunity areas identified across sites operating at Counterproductive and Public Compliance levels of safety culture maturity. Safety Culture Dimension Opportunity Frequency (% of Sites) Quality of safety procedures* 56% Management safety commitment* 51% Internal context* 48% Willingness to report incidents and errors 40% Employee safety performance* 37% *Denotes dimensions that have a strong correlation with safety culture maturity (Pearson Correlation ≥0.70)
  • 15. LESSONS FROM SITES DOING WELL Top five strength areas identified across sites operating at Private Compliance and Collaborative levels of safety culture maturity. Safety Culture Dimension Strength Frequency (% of Sites) Safety mission and vision* 60% Management safety commitment* 60% Within-team safety communication 50% Safety responsibility* 50% Team support for safety 40% *Denotes dimensions that have a strong correlation with safety culture maturity (Pearson Correlation ≥0.70)
  • 16. CREATE A STRONG VISION OF THE CULTURE YOU WANT TO ACHIEVE COST What not to do Absence of harm Lag indicator focus Correct and control Blame Error / mistake focused Hunt the mistake Blame the worker Top down Hide issues Black and white rules External Locus of Control (ELOC)
  • 17. CREATE A STRONG VISION OF THE CULTURE YOU WANT TO ACHIEVE CURRENCY What to do Presence of safety Focus on capacity and capability Empower and collaborate Learning from success Hunt the good stuff Look at the system Walk a mile in your shoes Freedom in a framework Internal Locus of Control (ILOC)
  • 18. FACTORS THAT DRIVE SAFETY MATURITY UP AND DOWN Physical Psychological Social
  • 20. THE LEADERSHIP LINK      Impact of Poor Safety Leadership on Employees Safety Behaviours Negative safety culture Low discretionary effort Positive safety culture High discretionary effort
  • 21. THE LEADERSHIP LINK Impact of Strong Safety Leadership on Employees Safety Behaviours      Negative safety culture Low discretionary effort Positive safety culture High discretionary effort
  • 24. LEADER LINK: APPLYING PB5 & THE SAFETY CULTURE MODEL REVIEW YOUR SCM FOR YOUR AREA How well are you and your team investing in all components of safety culture? ENVIRONMENT, PRACTICES, PERSON & LEADERSHIP What needs to change or be invested in to achieve a total safety culture? ENGAGE TEAMS WITH THEIR PB5 Get to know what is important for your team members’ PB5. Keep their PB5 front-of-mind regularly. Remind them to consider their PB5 when making safety decisions each day.
  • 26. WHY DO WE FOCUS ON THE BRAIN?
  • 27. AS WE GO TO A BREAK….AN INTRO TO OUR BRAIN
  • 28. BRAIN FACT: Our brain was designed for survival in simple environments
  • 29. BRAIN FACT: Our brain likes to find ways to conserve energy
  • 30. Behavioural and procedural controls are here to stay. Therefore, there is a need to make sure their inherent frailty is understood… This includes an increased understanding of social, psychological, organisational culture and culture change as well as an appreciation of human error/reliance. International Council on Mining & Metals - 2019
  • 31. THREE FUNCTIONS OF THE BRAIN FILTER IN G IN FOR MATION PAYING C ON SC IOU S ATTEN TION R U N N IN G OU R SU BC ON SC IOU S PR OC ESSES
  • 32. ACTIVITY: PAY ATTENTION Licensed for use through Viscog Productions, Inc. (www.Viscog.com)
  • 34. KEEP IT SIMPLE If we only have 7 Units then make sure you give directions and information in simple bite-size chunks so that it is easier for your people to process it. LEADER LINK: USING OUR 7 UNITS MOST EFFECTIVELY MANAGE ‘GORILLAS’ Be mindful of what may be distracting or is creating blindspots for your team. Find ways to remove the distractions or direct your teams’ attention where it is needed: ‘What’s Important Now?’. Also, consider this: are you potentially being a ‘gorilla’ for your team?!
  • 35. DANGEROUS First and foremost, we are hard wired for survival and prioritise our attention to those things that could harm us. DIPI IMPORTANT We tend to focus on those things that have become important to us throughout our life. PLEASURABLE Our attention will be drawn to things that we enjoy, make us feel good or make us happy. INTERESTING We have a knack for picking out the unusual, strange or inconsistent information in our environment.
  • 36. WHAT AFFECTS OUR BRAIN’S ABILITY TO SEE RISK? MEDICATION RUSHING
  • 37. Questions automatically activate the ‘search engine’ of our brain. The question you ask will determine what ‘folder’ it looks in to find you an answer.
  • 39. PROMOTE YOUR RISK ASSESSMENT Help your team to see the ongoing benefits of risk assessment – remind them that things can change. Personal and formal risk assessment processes help us to focus our attention and counteract some of our brain limitations. CELEBRATE THE WINS If you are asking your team to identify risks and report hazards, then find ways to promote this as a positive – the risk was found before it progressed to something worse. GORILLA HUNTING We have several brain limitations that can impact our ability to see risk. Counteract these limitations by using risk assessment tools effectively, sharing knowledge around risks with team members and hunting for ‘gorillas’. ASK ‘IS IT WORTH THE RISK?’ Check your ‘frames’ before commencing a task. Is the risk, or the risk of not managing a potential hazard, worth it to you and your PB5? SEEING AND MANAGING RISK
  • 43. HOW DO YOUR PEOPLE EXPERIENCE SAFETY AT WORK PAGE 45
  • 46. BRAIN TOOL: The portion of responsibility I choose to take in any given situation: WHAT’S MY 50%?
  • 48. CONSCIOUS LEADERSHIP: TWO THINGS TO CONSIDER THE FRAME I HAVE AROUND MYSELF AS A LEADER THE FRAME I HAVE AROUND MY TEAM
  • 50. S T A G S P R O G R E S S MAINTENANCE ACTION PREPARATION CONTEMPLATION PRE-CONTEMPLATION STAGES OF CHANGE PSYCHOLOGY OF CHANGE Any behaviour change depends on having: 1. The reason or motivation to change 2. The knowledge of how to change Organisations are more than just a sum of their individual employees. For effective change, processes must take individual and organisational factors into account. W H E R E D O Y O U R S A F E T Y I N I T I AT I V E S T A R G E T ?
  • 51. PSYCHOLOGY OF CHANGE P R O G R E S S MAINTENANCE ACTION PREPARATION CONTEMPLATION PRE-CONTEMPLATION STAGES OF CHANGE Where most safety initiatives target ...and here ... here Better to focus here…
  • 53. THE SAFETY LEADERSHIP SKILLS REQUIRED TO DRIVE A POSITIVE TEAM SAFETY CULTURE PAGE 22
  • 54. THE FOUR STRATEGIES OF A SAFETY LEADER Leading as the ‘Guide’ Leading as the ‘Coach’ Leading to ‘Empower’ Leading as an ‘Advocate’
  • 55. PULLING THE RIGHT LEVERS AT THE RIGHT TIME The four strategies of a safety leader: • The Leader as the ‘Guide’ • The Leader as the ‘Coach’ • The Leader as the ‘Empowerer’ • The Leader as the ‘Advocate’
  • 56. DIRECT, INSPIRE & MOTIVATE (THE ‘GUIDE’) MONITOR, COACH & INFLUENCE (THE ‘COACH’) CHALLENGE, COLLABORATE & DELEGATE (THE ‘EMPOWERER’) TRUST & WILL TIME & SKILL THE ‘ADVOCATE’
  • 57. THE FOUR STRATEGIES OF A SAFETY LEADER The Leader as the ‘Guide’ The Leader as the ‘Coach’ The Leader as the ‘Empowerer’ The Leader as the ‘Advocate’
  • 58. THE LEADER AS THE ‘GUIDE’ ✓ Outlines a clear safety vision and how to achieve it ✓ Role models expected behaviour ✓ Supports team with skills development and resources to do the job ✓ Recognises good safety outcomes and corrects gaps observed ✓ Actively listens and seeks to understand ✓ Promotes self-initiated reflection for safety investment ✓ Addresses challenges and find solutions in the moment Effective Skills:
  • 59. How: Find the time Join the dots Give people ‘just enough rope’ Hold people to account THE LEADER AS THE ‘GUIDE’
  • 62. ✓ Challenges people to think differently about safety ✓ Encourages workers to discuss and resolve safety issues ✓ Suggests sources of inspiration to solve the safety challenge ✓ Provides ongoing feedback about safety decisions onsite ✓ Uses a combination of tangible and intangible rewards (e.g. verbal praise) to acknowledge safety success THE LEADER AS THE ‘COACH’ Effective Skills:
  • 63. How: Become a master of questions Apply appreciative inquiry skills Know what inspires your people Hold your ground and help people to resolve their own challenges THE LEADER AS THE ‘COACH’
  • 64. ENCOURAGE PARTICIPATION “What are some other ways we could tackle this task?” ENGAGE THINKING “What is the biggest risk we need to manage in this task?” ENCOURAGE OWNERSHIP “What are we going to do to make sure this is resolved?” CHECK FOR UNDERSTANDING “Are you clear on how this may impact your tasks today?
  • 65. ✓ Tailors the safety vision to target specific growth areas within the team ✓ Strategically shares information about safety onsite to increase individuals’ sense of personal responsibility ✓ Provides opportunities for the crew to take more personal responsibility for their safety ✓ Encourages workers to recognise and reward each other for high safety performance THE LEADER AS THE ‘EMPOWERER’ Effective Skills:
  • 66. How: Become a master of effective recognition Learn to foster collaboration Give over the keys to the car THE LEADER AS THE ‘EMPOWERER’
  • 67. TOKENS: UNITS OF RECOGNITION
  • 68. EFFECTIVE TOKENS H O W C A N W E E N S U R E A C K N O W L E D G E M E N T I S E F F E C T I V E F O R I N D I V I D U A L S ?
  • 69. Due to your choice we … As a result of your … Because … Type of people, we / you are
  • 70. ACKNOWLEDGEMENT IN ACTION IN ACTION “Here in the southeast I wanted to acknowledge that overnight we had no emergency rescues. That is a great tribute to the people of this region. I am very proud of them. They did what we asked… …They followed all the warnings, they co-operated with our emergency staff and I am very, very proud of our staff who were out there on the frontline last night… …It was an incredible effort overnight and I am very grateful to all of the people who heeded our warnings and helped our emergency staff keep us all safe”
  • 71. “This team has been given this achievement award because of the excellent effort we put forth the entire year. I believe that reflects the type of people we are.”
  • 72. THE LEADER AS THE ‘ADVOCATE’ ✓ Actively cares for the health and wellbeing of their people ✓ Actively listens to teams needs ✓ Role models organisational expectations ✓ Supports organisational goals by promoting them to team ✓ Recognises and promotes team effectiveness to senior leadership ✓ Addresses challenges up and down the line to find best solutions for team and organisation Effective Skills:
  • 73. THE LEADER AS THE ‘ADVOCATE’ How: Ramp up your emotional intelligence Ramp up your diplomacy skills Know the safety vision well and find your ‘pitch’ Become a ‘poster child’ for psychological safety
  • 74. “THIS IS THE WAY WE’VE ALWAYS DONE IT…” Appreciative Inquiry is about asking questions that trigger critical thinking = Root Cause “Doing things the way we have before keeps us comfortable and feeling in control. But what might the benefits be in rethinking how we do things?” “Have we had to make a change in the past? How did we achieve it? It may not have been easy at first, but have we shown ourselves it can be done?” “When was the last time we stopped to challenge ourselves about the way we do things? Could we be missing an opportunity here for a change for the better? “What would need to happen in order to make this change work and be worth doing?” INFLUENCING UNHELPFUL FRAMES…
  • 76. WHAT HAVE WE COVERED… DIPI TOKENS 7 UNITS SOLUTION FOCUSED LANGUAGE QUESTIONS SOCIAL BRAIN
  • 78. The Safety Leadership Masterclass Starts September 25, 2023 Duration 8 weeks, online Watch course videos, engage in live Q&As with safety culture experts and extend your learning with optional challenges Collaborate with 24/7 access to a global community of likeminded peers Apply your learning to become an influential change agent and create a clear roadmap for culture change success. Learn more and secure your place today safetyleadershipmasterclass.com Request more information
  • 79. sentis.com.au 1300 653 042 ANTHONY GIBBS CEO +61 427 521 757 Anthony.Gibbs@sentis.com.au Copyright © Sentis Pty Ltd 2023. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and registered trademarks. No material from this document is to be reproduced or used in any format without express written permission. https://www.linkedin.com/in/anthony-gibbs/ Q&A OVER TO YOU