Safety LeadershipDo I have a choice?

2019 FES │ ACEC FL Annual Conference

Eric M. Jimenez, PE, PMP, CCMArdmore RoderickVice President & Director of OperationsFlorida, Caribbean and Latin America ejimenez@ardmoreroderick.com

Welcome

Interesting how…

Safety behaviors change when

personal safety no longer is

key motivator

Through this class you will learn:

• Few Safety Statistics – where are we today

• Leadership types and how they can influence behavior

• Leadership Characteristics & Traits

• Motivation, Influence & Embracing Change

• What can be done to reduce unsafe behaviors and actions

Because some people do the darnedest, thoughtless, unsafe, accident-causing, injury-resulting things…

Leaders HAVE THE RESPONSIBILITY to engage

STATISTICS

National - Most Frequently Cited Construction Standards – FY 2018

7270

4552

3336

3118

2944

2812

2294

1982

1972

1536

1926.501

1910.12

1926.451

1910.134

1910.147

1926.1053

1910.178

1926.503

1910.212

1926.102

Co

nstr

ucti

on

-29 C

FR

1926

Fall Protection – General Requirements

Hazard Communication

Scaffolds – General Requirements

Respiratory Protection

Lockout/Tagout

Ladders

Powered Industrial Trucks

Fall Protection - Training

Machine Guarding

PPE – Eye and Face Protection

Top 10 "serious" violations, fiscal year 2018

OSHA defines a “serious”violation as “one in which there is a substantial probability that death or serious physical harm could result, and the employer knew or should have known of

the hazard.”

Top "willful" violations, fiscal year 2018

OSHA defines a “willful”violation as one “committed with an intentional disregard of or plain indifference to the

requirements of the Occupational Safety and

Health Act and requirements.”

5,575

5,764

5,734

5,840

5,657 5,214

4,551

4,690

4,693

4,628

4,585

4,821

4,836

5,190

5,147

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

Number of fatal work injuries, 2003 - 2017

Number of fatal work injuries

The Question is…

Are any of your employees or anyone that you know still

doing things like this?

People Do . . .

People Do . . .

People Do . . .

People Do…

People Do . . .

People Do …

People Do . . .

People Do . . .

People Do . . .

People Do …

People Do . . .

People Do . . .

People Do …

People Do . . .

Lack of poor judgement and choices driven by weak safety leadership is

causing people to get hurt.

Real Cost of Accidents

Direct Costs

Impacts individual’s family

Adversely impacts morale Overtime

Poor safety record Lost opportunities

Dissatisfied customer Retraining

Start-up delays Rework Legal Damaged material

Replace equipment Liability Increased project cost

Medical

Insurance

Worker’s Comp

Indirect

Costs

Indirect costs are typically 4 to 20 times direct costs

Real Cost of Accidents

Direct Costs & Indirect Costs• Direct Costs:

- Medical Insurance & Worker’s Compensation: $10,000

• Indirect Costs:

For Direct Cost Multiplier

$1 - $2,999 4.5

$3,000 - $4,999 1.6

$5,000 - $9,999 1.2

$10,000 or more 1.1

Total Injury Cost

• Direct + Indirect Cost

$10,000 + $11,000 = $21,000

If your firm is operating for 5% GM

You will need $420,000 in sales to offset a safety incident with direct cost of $10,000

$21,0000.05

$420,000=

Regardless of cost implications, as engineers we have a duty and

ethical obligation to safety!

Engineering is an important and learned profession. As members of this profession, engineers are expected to exhibit the highest standards of

honesty and integrity. Engineering has a direct and vital impact on the quality of life for all people. Accordingly, the services provided by engineers require honesty, impartiality, fairness, and equity, and must be dedicated to the

protection of the public health, safety, and welfare. Engineers must perform under a standard of professional behavior that requires adherence to the

highest principles of ethical conduct.

Code of Ethics - Preamble

Ethics & Integrity must be

part of leadership

Safety Leadership

vs.

Safety Management

Management – doing “things right”

Leadership – doing “right things”

LeadershipFocus on the People

ManagementFocus on the Process

MANAGERS LEADERS• Managers Create Goals • Leaders Create A Vision

• Managers Maintain The Status Quo • Leaders Are Change Agents

• Managers Copy • Leaders Are Unique

• Managers Control Risk • Leaders Take Risks

• Managers Think Short-term • Leaders Are In It For The Long Haul

• Managers Rely On Existing, Proven Skills

• Leaders Grow Personally

• Managers Build Systems and Processes

• Leaders Build Relationships

• Managers Direct • Leaders Coach

• Managers Have Employees • Leaders Create Fans

Are you a manager or a leader?

Leadership Exercise

• Think of someone you consider to be an effective, strong leader

Write down name

• Think of THREE qualities that caused this person to be selected as a strong leader

Write down qualities

Leaders

- Inspire

- Motivate

- Coach

- Build Relationships

- Create Vision

“To be a 21st Century leader, you must have the competence and the character to win and keep the trust of others.”

Norman Schwarzkopf General, US Army, Retired

Make and Keep Agreements

Maintain Credibility

Be Truthful

Openness

Trust

Definition

lead·er·ship

1. the office or position of a leader

2. capacity to lead

3. the act or an instance of leading

4. the action of leading a group of people or an organization

Leadership is the art of influencing others to achieve their maximum

performance while accomplishing an objective

Leadership is the art of getting someone to do something you want

because he/she wants to do it

Characteristics

1. Great safety performers are absolutely clear that safety is a personal value to them, even to the point of overriding the company position.

2. Great safety leaders relentlessly drive the message in all they do.

3. Great safety performers are present in the field on a regular basis.

4. Great safety performers identify artifacts that indicate the climate and culture of the organization.

5. Great safety performers expect subordinates to match their same level of focus and action.

6. World-class safety performers understand that aligning resources with objectives is critical.

7. Strong safety performers ensure they are aligned with subordinates on what they need to do to support them.

8. Great safety performers actively seek feedback on their safety leadership behaviors.

9. World-class safety performers drive the focus on proactive exposure reduction.

10. Great safety performers actively ensure alignment between their company and contractor leadership.

11. World-class safety performers have a deep understanding of the activities their organizations are undertaking and demonstrate active support.

As a Leader your role involves

• Establishing a vision• Effectively communicating that vision• Persuading others to be committed to

realizing the vision• Clarifying values• Exhibiting behaviors consistent with these

values

As a Leader your role involves

• Determining strategies• Focusing on long-term direction• Challenging the status-quo• Doing the right thing, and• Aligning resources to support the vision

Leaders

• Lead by personal example

• Lets others participate in success

• Be positive in everything you do

• Take action when things need correcting

Leaders

• Maintain personal integrity

• Demonstrate concern for those you are responsible for

• Focus on contribution, not personal gain

Leaders

• Be attentive

• With open mind

• Listen for feelings and,

• Listen for retention.

To be credible, you must be authentic

You must be YOU!

As leaders we are in a position to influence others & help them

make safe choices

Influence - Exercise

“Statistically it is safer to travel in a car than in a ferry boat”

Dr. John S. LewisMIT Researcher

Statistically

• Plane

• Bus

• Train

• Ferry

• Car

Social Influence

The way in which individuals change their behavior to meet the demands of a social environment

• Conformity

• Socialization

• Peer Pressure

• Obedience

• Leadership

• Persuasion

• Sales

• Marketing

“Weapons of Influence"

• Reciprocity

- Return a favor

• Commitment and consistency

- People do not like to be self-contradictory.

• Social proof

- People will be more open to things that they see others doing.

• Authority

- Tend to obey authority figures

• Liking

- More easily swayed by people they like

• Scarcity

-A perceived limitation of resources will generate demand

“Weapons of Influence"

Influence / Motivation

Motivate Others to Achieve Optimum• Essence of leadership is to motivate people to achieve their

optimum levels- Learn what makes each person want to excel

- Set high but reasonably achievable expectations

- Set example for others to follow

• People become successful through help of others

• One person can make difference between success and failure

Motivate Others to Achieve Optimum

True motivation is external and easily seen.

True False

Motivate Others to Achieve Optimum

True motivation is external and easily seen.

False

True motivation is internal

Motivate Others to Achieve Optimum

Fear can be highly motivational

True False

Motivate Others to Achieve Optimum

Fear can be highly motivational

True

Motivate Others to Achieve Optimum

Incentive motivation rarely works

True False

Motivate Others to Achieve Optimum

Incentive motivation rarely works

False

Incentive motivation is used by many companies and is sometimes a very effective motivating tool

Motivate Others to Achieve Optimum

YOU MUST UNDERSTAND WHAT

MOTIVATES YOUR TEAM

Motivate Others to Achieve Optimum

MOTIVATION CAN’T DO IT ALONE

YOU NEED A CULTURAL SHIFT

To make a cultural shift

• Evaluate where you are

• Determine where you need to be

• Identify critical leadership behaviors

• Implement Leadership Development Program

Creating Safety Leadership

DESIRED CULTURE

2 - Determine Disconnects3 - Evaluate where you are

1 – Identify Specific Behaviors

Starts with

YOU!

Evaluate Where You Are• Conduct assessment of organizational functioning

- How does safety work within my group?

- What part do I play?

- Who are the other players?

- Who is really good at it?

• Evaluate leader and worker attitudes and behaviors regarding safety- What is the comment I hear most about safety from managers?

- From the front lines?

Determine Where You Need to Be

• Identify Opportunities for Improvement

• Generate options to accomplish improvement

• Analyze options and select best

• Implement best option(s)

• Monitor and measure progress, and adjust, as appropriate

Critical Behaviors

• Recognize risk

• Take time to plan

• Do Safety Observation Reports (SOR)

• Provide feedback - talk about safety and your observations

• Promote safety champions

“Catch” Someone Doing Something Right

• Reinforcing safe work habits reinforces safe attitudes

• Positive reinforcement is one of best means to maintain good behaviors

• Say something good about someone behind their back

• If you must correct, compassionate criticism in lieu of constructive criticism

Praise and Correction• “Praise in public, correct in private”

• Correct in private- Takes sting out

• “Sandwich” technique- Say two things positive, one before and one after correcting

• Compassionate criticism in lieu of constructive criticism

Positive Reinforcement

• Immediately after observing safe performance

• During meetings or other public settings

• Casual comments anytime

• When given suggestions for improving safety performance

• When new or transferred employees are learning new job and performing well

Commit to Change• Safety Leadership Development Program

- Mentor those who need extra support in developing and demonstrating leadership behaviors

- Train, educate everyone in leadership behaviors

- Create opportunities to succeed

- Document and review successes Recognize and Validate great efforts

- Enable opportunities to share success stories…Celebrate!

It starts with

YOU!

Remember

Before making others BELIEVE

you must be a BELIEVER

Embrace Change

Cut the excuses…JUST DO IT!

• Safety Starts with YOU!

• Earn Trust and Set Up the Vision

• Influence & Motivate

• Embrace Change

Q&A