5th Annual Risk/Safety Summit

March 9 -11, 2015 Racine, WI

Brian Bohannon, CSP, OHSTChesterfield

Driving Positive Change

Objectives

• Where do I start?– One simple question

• Strategies for handling “Crucial Conversations”– Me first, then us

• Strategies for increasing accountability – There is a method

• Moving towards a more holistic approach

Who’s asking why?

• Why are we okay with this?• Broken commitments• Tardiness• Unsafe behavior• Low thru put• High cost per case• High error rate• Drift

Improve your Influence

• The power to change or affect someone or something: the power to cause changes without directly forcing them to happen

It starts with one

• Spend the most time with the people you know you’ll get the highest return from– Leaders understand the leverage of multiplication

Maxwell, 2007

A single direction

• We aligned our goals – Lowering operating expense– Raising operating income

• We all agree– Each department affects both of these goals

Team Development

Safety as common ground

• Always a common denominator• It’s not just about safety• It’s about our business• Safety is a part of the model, just like– Production– Quality– Attendance

Define the problem

• If production is low– It’s not a production problem

• If people are getting hurt– You don’t have a safety problem

• If quality is poor– It’s not a quality problem

Terminology

Crucial Conversations

• A discussion between two or more people– Stakes are high– Opinions vary – Emotions run strong

Patterson, 2011

Two common styles

• Silence– Not addressing the issue at hand

• Violence (verbal)– Engaging debate tactics, becoming abusive with

words, belittling, attacking integrity

Patterson, 2011

What influencers do well

• Hold constructive conversations that:– Get things done– While building relationships

How influencers succeed

• Frequently hold conversations that– Express controversial and risky opinions– These opinions don’t offend and get heard

Negotiation

• Separate the people from the problem• Focus on interests, not positions• Work together to find creative and fair options• Insist on using objective criteria

Fisher, R., & Ury, W. (2011).

CPR for accountability

• Applying written policy consistently across each bucket, in every department– Content– Pattern– Relationship

Patterson, 2013

Case Study Average Increase for Twelve

Firms with Performance-Enhancing Cultures

Average Increase for Twenty Firms without

Performance-Enhancing Cultures

Revenue Growth 682% 166%

Employment Growth 282% 36%

Stock Price Growth 901% 74%

Net Income Growth 756% 1%

Kotter, J., & Heskett, J. (2011)

Edmonds, C. 2010

Who is an Influencer?

• An INFLUENCER leads change.• An INFLUENCER replaces bad behaviors with

powerful new skills.• An INFLUENCER makes things happen.

Become an Influencer

• Six sources of influenceMotivation Ability

Personal

Make the Undesirable Desirable Surpass Your Limits

Social Harness Peer Pressure Find Strength in Numbers

Structural

Design Rewards and Demand Accountability Change the Environment

1 2

3 4

5 6

Grenny, J. (2013).

Pareto Principle: The 80-20 rule

• 20 percent of your staff will cause 80 percent of your problems,– But…

• Another 20 percent of your staff will provide 80 percent of the solutions.

30 Second Challenge

• Give 30 seconds of encouragement. Let employees know you believe in them, and watch them step up.

• Give 30 seconds of feeling valued. When people sense they are valued, they become more engaged and more productive.

Daskal, 2014

• Give 30 seconds of acknowledgment. It's the fuel that great teams run on.

• Give 30 seconds of gratitude. The root of great leadership is in the expression of sincere gratitude. Nothing goes further in building good relationships.

Daskal, 2014

• Give 30 seconds of praise. Keep it personal, specific, and meaningful so it doesn't veer off into flattery.

Daskal, 2014

In closing

• Change requires influence• If you can’t change behavior– Change your influence

References

• Grenny, J. (2013). Influencer: The new science of leading change (2nd ed.). New York: McGraw-Hill Education.• Kotter, J., & Heskett, J. (2011). Corporate culture and performance. New York: Free Press • Fisher, R., & Ury, W. (2011). Getting to yes: Negotiating agreement without giving in (3rd ed., rev. ed.). New York: Penguin• Edmonds, C. (2010, January 1). Creating a High Performance, Values-Aligned Culture. Retrieved January 27, 2015, from

https://www.trainingindustry.com/media/3363240/blanchrad creatingahighperformancevaluesalignedculture.pdf • Daskal, L. (2014, October 23). The 30-Second Challenge Every Leader Should Accept. Retrieved January 27, 2015, from

http://www.inc.com/lolly-daskal/the-30-second-challenge-every-leader-should-accept.html• Patterson, K. (2011). Crucial conversations: Tools for talking when stakes are high (2nd Edition ed.). New York: McGraw-Hill• Patterson, K. (2013). Crucial accountability: Tools for resolving violated expectations, broken commitments, and bad behavior

(Second ed.) New York: McGraw-Hill• Maxwell, J. (2007). The 21 irrefutable laws of leadership: Follow them and people will follow you (Rev. and updated 10th

anniversary ed.). Nashville, Tenn.: Thomas Nelson.