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HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSL 2016 HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSL 2016
IOSH Chiltern 16th February 2017
Jennifer Webster MSc, CPsychol, AFBPsS
Safety Leadership Are you made of the right stuff?
HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSL 2016
How can you go from A to B?
Safety is a burden: something the H&S team do
Little interest in safety
Accidents are unavoidable
Focus on ‘who’ to blame
Integral to business activities
Routine, visible senior leadership
Strong partnership working
Anticipate safety issues
Investigate full range of root causes
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The recipe for safe behaviours
Michie, S., van Stralen, M. M., West, R. (2011) The behaviour change wheel: A new method for characterising and designing behaviour change interventions. Implementation Science, 6:42.
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Why leadership is important for H&S
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WHY LEADERSHIP IS IMPORTANT FOR H&S
Widespread agreement between industry, regulators, academics and the press that leadership is a key component of a safe organisation:
Leadership influences behaviours in the workplaceGood leadership reduces the likelihood of work related stress
(WRS) Effective leadership drives a positive safety culture
This view is widely supported by findings from almost all major incident inquiries and investigations.
(Ref: HSE Research Report 952, 2012)
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WHAT IS LEADERSHIP?
No single definition or concept of leadership that satisfies all, however lots of similar definitions.
Leadership can be defined as the capacity to influence people, by means of personal attributes and/or behaviours, to achieve a common goal/purpose (CIPD, 2015).
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Leadership Styles - Transactional
Command and control,
Clarifies performance expectations,
Monitors and rewards performance,
Intervenes and takes corrective action.
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Leadership Styles - Transformational
Inspiring role model,
Motivates employees to work safely,
Shows concern for employee welfare,
Challenges employees,
Mentor.
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Commitment and compliance
“Transformational leadership behaviours are most effective in encouraging safety participation, whereas active transactional leadership behaviours are most effective in promoting safety compliance.”
(Clarke, S (2013) Safety leadership: A meta-analytic review of transformational and transactional leadership styles as antecedents of safety behaviours. Journal of Occupational and Organisational Psychology Vol. 3, No. 86, pp.22-49)
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KEY SAFETY LEADERSHIP BEHAVIOURS
1. Being a role model
2. Effectively communicating
3. Building a shared vision
4. Engaging with employees
5. Reinforcing positive safety behaviours
6. Authenticity
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1. BEING A ROLE MODEL
Effective Safety Leadership means:
Being a safety role model across the organisation
Demonstrating personal commitment to safety through behaviour
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HOW TO BE A ROLE MODEL
Lead by example
Comply with all safety standards
Behave in a safe and healthy way
Report safety issues and near misses
Consistently apply safety standards
Make decisions that demonstrate H&S is a priority
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2. EFFECTIVELY COMMUNICATING
Effective Safety Leadership means:
Establishing good two-waycommunication,
Taking action to address individual concerns.
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HOW TO EFFECTIVELY COMMUNICATE
Create opportunities to talk to employees about their safety concerns,
Provide timely feedback on the actions taken to address safety concerns,
Be visible on-site to find out first hand what it’s really like,
Support decisions to stop work on safety grounds.
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The importance of non-verbal cues
Dr. Albert Mehrabian (1981) Silent Messages: Implicit Communication of Emotions and Attitudes (2n Edn.) Wadsworth, Belmont, California
Your listeners pick up…
7% of what you say
38% of the way the words are delivered
55% of your facial expressions
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Transactions: The 7% and the 38%
P
A
C
Dr. Eric Berne – Transactional Analysis
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We constantly shift between P A C
A A
C C
Parent = values
Adult = logicand rationality
Child = emotion
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Feedback and Feed Forward
Feedback is information provided after an activity. It should be timely, and focused on specific, observed behaviors
Feed forward is given before the activity. It describes expectations, the when and how (method) before the activity. Feed forward are practical notes-technical remainders
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Your feed forward mission!
What one thing do you think would
make a difference to you as a person or
as a leader?
Your mission
Have as many feed forward conversations in 5 minutes that you can
Person A: “The area I’m working on is…”
Person B: Offer two positive suggestions
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How was it for you?
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3. BUILDING A SHARED VISION
Effective Safety Leadership means:
Creating and communicating a compelling safety vision
Building commitment to achieving the shared vision
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HOW TO BUILD A SHARED VISION
Consult with others to identify and set clear safety goals
Engage with employees about how to achieve the goals
Help individuals and teams understand how the vision translates into their everyday work
Champion the vision by being a role model and never compromising on safety for productivity
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4. ENGAGING WITH EMPLOYEES
Effective Safety Leadership means:
Supporting a challenging culture
Creating a climate of continuous improvement
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HOW TO ENGAGE WITH EMPLOYEES
Use observation techniques to identify areas where health and safety can be improved
Seek employees views and ideas on how health and safety can be improved
Involve employees in identifying solutions to problems
Identify and share good practice from both within and external to the organisation
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5. REINFORCING POSITIVE SAFETY BEHAVIOURS
Effective Safety Leadership means:
Setting clear behavioural standards and ensuring they are met
Recognising and rewarding positive safety behaviours
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HOW TO REINFORCE POSITIVE SAFETY BEHAVIOURS
Provide constructive feedback/feed forward to individuals and teams
Give positive feedback for a job done safely
Challenge unsafe practices and behaviours
Clearly explain the potential consequences of unsafe practices and behaviours
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6. AUTHENTICITY
Effective Safety Leadership means:
Nurturing open and honest relationships with others
Acting with integrity
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HOW TO BE AUTHENTIC
Be transparent by openly sharing information with others and encouraging them to do the same
Be aware of how your own behaviour and actions impact on others
Seek feedback from others to improve your own interactions
Demonstrate consistency
Make informed decisions
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SELF-REFLECTION
Where are my strengths?
Where are my weaknesses?
What can I do differently to address my weaknesses?
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Some of our customers..
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About HSL - Operational Units
Major Hazards
Health Risks
Risk ManagementProficiency Testing & Analytical Services
Human & Organisational Performance
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Further information
If you would like to talk further about how we can help you improve the safety culture and leadership:
HSL’s consultants are:
Copies of Safety Culture/Climate white papers from [email protected]
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Knowledge Cafe
Round 1:
Discuss your experiences of poor safety leadership –what types of management/leadership behaviours have you found really frustrating?
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Knowledge Cafe
Round 2:
Describe examples of where you have seen good safety leadership in action.
This could be something you do that you want to share or what you have seen someone else do.
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Knowledge Cafe
Round 3:
Agree up to 5 key safety leadership attitudes/behaviours that you would like to encourage.