Safety Leadership

Safety B A S I C ’sSafety Leadership

Everyone, Everywhere, Everyday – HOME SAFELY.

Safety Leadership In The 21st Century

It’s time to build your Team!!!

If you always do what you have always done;

You’ll always get what you have always gotten!!!

Purpose: This training is designed to help Team

Leaders become “Effective Leaders”.


• Leadership denotes taking action and getting results.

• An individual who is capable of influencing others to work together to complete a goal or task.

Leadership Defined


Introduction to Leadership

Being a Supervisor is highly challenging.

• You need skills in Production, Safety, Quality, and Human Relations.

• You are the Company in your employees eyes.

• Team Members respond to strong, confident Management they can trust!!!

• Its worth your time to “Build your Team”.


Who Is A Leader ?

• A good leader possesses the following characteristics:• Must be charismatic, inspirational, respectful,

and stimulating when leading.• Pursue their destiny vs operational comfort.• Capable of identifying and assessing the best

talent.• Finds new ways to motivate themselves and

others.• Is a source of positive thinking and leads by

example.• Recognizes that success is not about perfection;

it’s about progress.


Who A Leader Is Not…

• An individual who displays the following actions is NOT a leader:• Complains about management to his/her

subordinates.• Blames others for their failures.• Does not share success.• Has no vision and offers no competitive

edge.• Accepts failure without trying to solve

any issue.• Unwilling to learn or does not seek self

improvement.


Leadership Is…

• A new way of being and thinking by:

• Clearly stating your vision.

• Explaining your plan for your vision.

• Instilling confidence and optimism in those you lead.

• Setting the example.

• Guidance by presence.


Types Of Leadership

• There are three basic types of leadership:• Authoritarian: Leads by

implementing and/or making all decisions.

• Democratic: Leads by allowing groups/employees to vote on a decisions.

• Free Rein: Leads by allowing groups/employee do what they interpret is the correct decision.

• An experienced leader is capable of utilizing all three in the correct situations.


Motivating Employees

• There are four basic ways to motivate your employees.

1. Recognition2. Expectation3. Trust4. Rewards


• Recognitions:• Team members that receive

positive reinforcement feel good about themselves and contribute more. They do not want to let you down.

• Team members who only get negative feed-back will think they can’t do anything right and eventually give up trying or quit.



• Expectations:• People perform to the level of

their Supervisor’s expectations.

• If you expect nothing from them; that is what you’ll receive.

• Expectations must be realistic and within reason.



• Trust:• Trust is the highest form of

human motivation. It can bring the very best in people.

• Communication will be affected if a Supervisor and his/her employees do not trust each other.



• Rewards:• The way companies reward team members

(intentionally or unintentionally) will always be motivating team members in some direction.

• Applaud recent successes in a General Safety Meeting.

• Shake their hand in front of a group.

• Small recognitions can go a long way. Buy an employee or crew lunch for finishing an important task early.



Communicating with Employees

• Effective Communication

• It’s no secret that the most productive Companies and Supervisors do the best job communicating.

• Not communicating with your employees creates confusion, lack of interest, concern, respect and appreciation - whether you intended it or not.


• Feedback is Necessary• Team members often view changes as

unwanted or predicting to be unsuccessful.

• When negative feedback is excessive the result is not modification of response – but total inhibition of response.

• Your action must speak louder than words so get control of the situation immediately.

Communicating with Employees


Irritating Communication Skills

1. Constantly interrupts me when I talk.

2. Will not look at me when I talk.

3. Finishes my sentences for me.

4. Does something else while I’m talking.

5. Frequently looks at the watch or clock.

6. Shows signs of boredom such as yawning.

7. Is easily distracted

8. Answers phone and allows others to interrupt.

9. Dominates the conversation.

10. Everything I say is a reminder for something else.

11. Gives no solid advice or suggestions.

12. Often ask me to repeat the question.

13. Always minimizes my concerns.

14. Has a blank stare while I’m talking.


Understanding Communication

How employees react to communication.

55%Non-Verbal

38%Tone

7%Words


Three Levels Of Communication

• People communicate in three ways.

1. Parent – Do it my way.

2. Child – I forgot. I didn’t mean to do it wrong.

3. Adult – We’re having a problem here. Let’s discuss how to fix it.

Talk to everyone the way you want to be talked to.


Communication Summary

• It’s important to remember that employees…

• Will forget what you said.

• Will forget what you did.

• Will never forget how you made them feel!!!


Coaching and Developing

• Tolerance and Mistakes.

• One of managements shortcomings is its unwillingness to tolerate errors.

• Remember; it cost money and takes resources to hire and replace employees.


The Coaching Process

• Team Members behave in predicable ways – even when they are not doing what is expected of them.

•Most employees do not intentionally do what’s wrong on purpose.

• Supervisors need to identify the problem and find a solution.


• Find the reason for inappropriate performance or behavior and your well on your way to correcting it.

• Step #1: Get agreement that a problem exists.

• Step #2: List and discuss possible solutions to the problem. Be specific.

• Step #3: Agree on corrective measures.

• Step #4: Follow up

• Step #5: Recognize and reinforce any improvements.

The Coaching Process


Confronting Conflict

• Explain the situation the way you see it.

• Emphasize that you are presenting your perception of the problem.

• Specific facts are important and feelings should be discussed if they have value to the issue.


• Describe how its affecting performance.• Keep attention to work related

problems and away from the personalities involved.

• Present the problem in a way that can be easily understood and concentrate on the important issues.




• Ask for their viewpoint and an explanation for their actions.

• Before proposing any solution, gather as much information as possible.

• This confirms that you respect the other person’s opinion and need their cooperation.

• Listen carefully and be open minded.



• Agree on the problem• Summarize the various

viewpoints and state clearly the problem that you and others think needs to be solved.

• Once all parties agree on this; they can easily move on to developing solutions.



• Explore and discuss possible solutions.• In order to ensure shared ownership

of the problem’s resolution, all participants in the conflict should be involved in developing solutions.

• The synergy developed may result in a better solutions than any one person could have developed alone.



• Set a date for follow up.

• A follow up meeting allows you to evaluate progress.

• Opportunity for making adjustments.

• Employees are more likely to follow through if they know they will be held accountable for their commitments.


Constructive Discipline

• The objective of discipline is to correct misconduct, not to punish employees.• Employees usually accept corrective

actions from supervisors they trust (Perceived as Help).

• Employees usually resist corrective actions from supervisor they do not trust (Perceived as Punishment).



• Discipline:

• Employees accept discipline while performing everyday task.

• Show up to work on time.

• Limit a lunch to 30 minutes.

• Punishment:

• The fear of punishment is a short term motivator.

• If you have to constantly threaten employees to do any task then you probably need to consider new employees. Document all offensives.



• The importance of mistakes.

• We learn by making mistake. They’re a part of the learning experience.

• There is a small tolerance for mistakes and they must not be repeated.

• It’s the responsibility of leadership to identify talent for future leaders to minimize mistakes.



• Consistency:• Consistent discipline does not

require that formal action be taken every time an employee is guilty of minor misconduct.

• It does require that the same standard applies to all employees equally.



• Insubordination:• Repeated refusal or failure to comply with

a reasonable order.

• Determine if there is clear and present danger to life or limb, illegal, or immoral conduct.

• If an employees fails to comply contact your upper level management immediately and document the incident.



• Special Problems:

• Americans with Disabilities Act.• Family Medical Leave Act.

• Establish Communication:

• Welcome back discussion.• Sorry for your loss discussion.• Review employee’s record.

• Confront poor attendance:

• Expect confrontation.• Have upper level management present.


Implementing Punishment

• Theft/Drugs/Alcohol:• Only the clearest and most convincing

evidence should lead to guilt.

• Do not make any personal judgments.

• Document theft as unauthorized removal of company property.

• Wait for lab results for drug and alcohol terminations.


Being a Supervisor is highly challenging.

• You need skills in Production, Safety, Quality, and Human Relations.

• You are the Company in your employees eyes.

• Team Members respond to strong, confident Management they can trust!!!

• It worth your time to “Build your Team”.

Supervisor Responsibility Summary


Supervisor Accountability

• OSHA’s General Duty Clause:• Shall comply with

occupational safety and health standards promulgated under this Act.



• The Employer (Supervisor)

• Shall furnish to each of his/her employees a work site that is free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees.



• Company held accountable for fatality.• 2/12/10 The U.S. Department of

Labor's Occupational Safety and Health Administration (OSHA) fined the C.A. Franc Roofing Company $539,000 following an incident where a roofing worker fell 40 feet to his death at a Washington worksite.



• Criminal Charges pending for C.A. Franc Roofing.• C.A. Franc Roofing’s Owner enters a guilty

plea on 2/12/10 to a fatality that resulted from a fall in federal court. A violation of 29 U. S. C. Section 666(e). Sentencing was scheduled for 6/18/10.

• The C.A. Franc Roofing Company also had a history of repeated fall protection offenses.

• Under the Occupational Safety and Health Act of 1970, employers are responsible for providing safe and healthful workplaces for their employees.


Questions?


I Will Not Get Hurt Today!

“Thanks For Working Safe”


Questions



Date post:	14-Apr-2017
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Safety Leadership

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