INFLUENTIAL LEADERSHIP SKILLS IN MANAGING …€¦ · KEY OSH LEADER ATTRIBUTES • Trustworthy • Inquisitive • Responsive • Inclusive • Flexible • Focused • Big picture

© 2019. ALL RIGHTS RESERVED.

AMERICAN SOCIETY OF SAFETY PROFESSIONALS (ASSP)

4-Hr CERTIFIED COURSE

INFLUENTIAL LEADERSHIP SKILLS IN MANAGING OCCUPATIONAL SAFETY &

HEALTH (OSH)

Presented by:

Joel N. Tietjens, CSP, CSHM, FASSP T-JENS & T-JENS, INC.

Spring, TX Monday, August 12, 2019

SEMINAR OUTLINE 1:00 PM – 5:15 PM

1. Principles of Leadership 2. Communicating the Value of OSH 3. Visioning & Strategic Planning 4. Ethical Decision-Making 5. Influencing Change 6. In Summary

LEARNING OBJECTIVES

• Lead organizational OSH by applying the principles of leadership, participating in

strategic thinking & planning, & determining the best OSH model that would benefit

their organization.

• Exhibit the unique traits of successful leaders to inspire & influence their workforce

to safety performance improvement.

• Strengthen the connection with the OSH professional’s executive, middle, & line

leaders.

• Introduce new concepts in OSH management & leadership to their workforce.

American Society of Safety Professionals (ASSP) – 4-Hr Certified Course Influential Leadership Skills in Managing Occupational Safety & Health (OSH) Facilitator: Joel N. Tietjens, CSP, CSHM, FASSP, T-JENS & T-JENS, INC. 2


PRINCIPLES OF LEADERSHIP

INTRODUCTION TO LEADERSHIP

Leadership is not about a title or designation

It’s about impact, influence, & inspiration

WHY DO WE NEED LEADERS?

Nothing happens without leaders

Nothing begins without leaders

Nothing improves without leaders

Nothing develops without leaders

Nothing changes without leaders

Nothing progresses without leaders

Nothing succeeds without leaders

LEADERSHIP THEORIES

GREAT MAN THEORY

Author: Thomas Carlyle

Period: 1840’s

Premise: Leaders are born with leadership

Pro's

Starting point for the understanding which traits make great leaders

Con's

Leadership is a restricted community

No scientific validity

TRAIT THEORY

Author: Ralph M. Stogdill

Period: 1974

Premise: Leaders have innate traits & skills

Pro’s

Leaders can be identified

Con’s

Controversial whether traits are innate or developed



TRAITS & SKILLS

BEHAVIORAL THEORY

Author: Two studies

Period: 1940’s, 1950’s

Premise: Leader behaviors

produces outcomes

Pro’s

Leaders can be identified

Con’s

Controversial whether traits are innate or developed

FIRST MAJOR BEHAVIORAL STUDY

Author: Ohio State University

Period: 1940’s

Premise: There are two groups of leaders

Task Oriented Leaders

Focus on organizational structure, the operating procedures (S.O.P.) & control

People Oriented Leaders

Focus on ensuring that the inner needs of the people are satisfied

SECOND MAJOR BEHAVIORAL STUDY

Author: Dr. Rensis Likert

University of Michigan

Period: 1950’s

Premise: There are three types of leaders

1. Task Oriented Leaders

2. People Oriented Leaders

3. Participative Leaders

CONTINGENCY THEORIES

(SITUATIONAL)

Author: Various

Period: 1960’s

Premise: No one leadership style exists.

Leadership is merely situational in nature

Pro's

Leadership is responsive to the situation

Con's

Difficult to pinpoint due to rapidly changing dynamics & subjectivity



TRANSACTIONAL LEADERSHIP THEORIES

Author: Max Weber

Bernard M. Bass

Others

Period: 1970’s

Premise: Punishment & rewards motivate people

Pro's

Simplistic & leaders need no training. Tested by Pavlov & Skinner

Con’s

Presumes people are always motivated by rewards & punishments

TRANSFORMATIONAL LEADERSHIP THEORIES

Author: Various

Period: 1970’s

Premise: People are transformed through the inspirational

nature & charismatic personalities of leaders

Pro's

Emphasizes cooperation, ethics & community

Con’s

Over-enthusiasm for the leader may cloud the group's judgment

Some individuals may work better as individuals

LEADERSHIP STYLES

• AUTOCRATIC LEADERS (AUTHORITARIAN)

o Commands & controls the what, when & how

o Makes decisions alone without the input of others

o Possesses total authority

o Imposes their will on others

• DEMOCRATIC LEADER (PARTICIPATIVE)

o Engages others in decision-making

o Values the input of team members and peers

o Retains responsibility of making the final decision

• LAISSEZ-FAIRE LEADER (LET-DO, DELEGATIVE)

o Provides vision & then stands back

o Does not directly supervise work

o Rarely provides feedback

• CHARISMATIC LEADER

o Creates energy & eagerness into people



o Well liked

o Inspires people

o Appeals to emotions

• SERVANT LEADER

o Values people &

o their opinions

o Helps people attain their goals

o Positions themselves as a tool to help others succeed

o Acts with humility

• TRANSACTIONAL LEADER

o Sets goals

o Clearly defines expectations

o Followers agree to follow the direction

o Uses rewards & punishments to get tasks accomplished

o Monitors progress

• TRANSFORMATIONAL LEADER

o Motivates

o Maintains high visibility

o Focuses on the big picture

o Delegates smaller tasks to the team

o Enhances outcomes through communication

• SITUATIONAL LEADER

o Selling style - convincing followers to buy into their ideas

o Participating style - group plays active role in the decision-making

o Delegating style - group makes the majority of decisions

THE EMERGING STYLES

• AUTHENTIC LEADER

o Knows who they are

o Knows what they believe in & value

o Acts on their values & beliefs openly & candidly

o Builds trust among followers

o Demonstrates ethical behaviors

• SOCIALIZED-CHARISMATIC LEADER

o Conveys the values of others vs self

o Models ethical conduct

o Under current research



DEVELOPING PERSONAL LEADERSHIP QUALITIES

JOHN MAXWELL - LEADERSHIP GURU

INDISPENSABLE QUALITIES OF LEADERS

• Character - Do your words match your actions in adversity situations?

• Charisma - Are people attracted to follow you & your vision?

• Commitment - Is what you believe embedded in your heart?

• Communication - Is your communication focused to produce action?

• Competence - Are you doing things every day to build your competence?

• Courage - Are you willing to make unpopular decisions or take unpopular

positions?

• Discernment - Can you get to the root of the problem quickly?

• Focus - Do you purposefully focus your time & resources or do you mainly “fight

fires”?

• Generosity - Are you continually doing things for others who cannot repay you?

• Initiative - Are you constantly looking for things to improve or OK with the

status quo?

• Listening - Do you purposefully dedicate time for listening to people’s needs &

desires?

• Passion - Do others clearly see & comment on your passion?

• Positive Attitude - Do others see you as being a positive inspiration or a Debbie

Downer?

• Problem Solving - Do you consciously look for problems to solve or do you try

to steer clear of them?

• Relationships - Do people desire to be around you & do you desire to be around

people?

• Responsibility - Do you feel you are a victim of circumstance or do you take

responsibility for your actions?

• Security - Do you clearly know & understand your strengths & weaknesses?



• Self-Discipline - Are you able to maintain total focus on what is truly important

or are you easily distracted?

• Servanthood - Have you done something yesterday to help someone else

succeed?

• Teachable - Do you feel that you have learned all that there is to know?

JOHN MAXWELL LEADERSHIP GURU

JACK WELCH – FORMER CEO, GE

WHAT WINNING LEADERS DO

• Leaders relentlessly upgrade their team

• Leaders make sure people see, live & breathe the vision

• Leaders get into everyone’s skin exuding positive energy & optimism

• Leaders establish trust with candor

• Leaders have the courage to make unpopular decisions

• Leaders push & probe with curiosity that borders on skepticism

• Leaders inspire risk taking & learning by setting the example

• Leaders celebrate

KEY OSH LEADER ATTRIBUTES

• Trustworthy

• Inquisitive

• Responsive

• Inclusive

• Flexible

• Focused

• Big picture oriented



• Influential

• Work to live

• Highly persuasive

• Persistent

• Positive

• Thick-skinned

• Non-compromising

• Candid

• Accept responsibility

• Non-political

• Highly ethical

QUICK LEADERSHIP KILLERS

• Misunderstanding your role

• Failing to communicate expectations often

• Being too “hands-off”

• Being too “hands-on”

• Misapplying motivation

• Surrounding yourself with losers

• Consumption with details

• Inordinate focus on problem children

COMMUNICATING THE VALUE OF OSH TO THE ORGANIZATION &

LEADERSHIP DEFINING OSH VALUE

• Noun

o the importance, worth, or usefulness of something

o a person's principles or standards of behavior

• Verb



o the monetary worth of (something)

DEFINING VALUE – INJURY COSTS

• Wage loss for injured

• Benefit loss for injured

• Wage loss for extended family

• Benefit losses for extended family

• Unrecovered costs for treatment and care

• Loss of consortium - Benefits derived by others dependent on injured

• Pain and suffering

DEFINING VALUE – CAPITAL COSTS

• Maintenance/repair of damaged equipment/machinery

• Expedited depreciation of damaged equipment/machinery

• Removal/disposal of damaged or redundant equipment/machinery

• Loss/removal/disposal of damaged raw material or product

• Clean up and/or maintenance

• Equipment/machinery rental

• Purchase of new equipment/machinery

• Installation of new equipment/machinery

• Other workplace modifications

DEFINING VALUE – ADMINISTRATIVE COSTS

• Managing the incident scene

• Investigating the incident

• Filing reports & managing the claim

• Dealing with inspectors & stop work orders

• Managing return to work or modified work

• Developing new work procedures

• Retaining external OSH services

• Consultants, engineers etc.

• Developing - implementing communications activities

• Promoting, awareness & prevention efforts

• Developing - implementing prevention measures

• Negotiating/working with union or workers

DEFINING VALUE – WORKER COSTS

• Higher absenteeism

• Higher turnover



• Overtime - Cover productivity shortfalls

• Wage supplements, e.g. hazard pay

• Rescheduling/reassigning staff

• Replacement worker recruitment

• Replacement worker training

• Wage/benefits of replacement worker

DEFINING VALUE – HUMAN & SOCIETAL COSTS

• Loss of consortium to society from injured

• Loss of consortium to society from affected organization

o Jobs

o Taxes

o Philanthropic

• Added burdens on company healthcare system

• Added burdens on social insurance programs

• Incident responder unrecovered costs

• Incident responder hazard exposure costs

DEFINING VALUE – INSURANCE COSTS

• Insurance premium increases

• Deductible payments

• Loss of insurance

• Costs for replacement coverages

• Penalties/surcharges e.g. - State Insurance Fund

DEFINING VALUE – PRODUCTION COSTS

• Loss of skilled/productive worker

• Replacement worker not as productive/may produce lower quality product or

service

• Reduced productivity of injured worker upon return

• Low worker/co-worker morale - Lower productivity/quality

• Loss of production/business interruption - Associated with an incident

• Damaged equipment/materials leading to rejected products

DEFINING VALUE – PRODUCT SALES

• Impact on current sales in the pipeline

o Order cancellations

o Inability to meet delivery schedules

• Impact on future sales



• Impact market share

• Impact on suppliers

• Impact on brand

DEFINING VALUE – REPUTATION COSTS

• Attractiveness to potential employees declines

• Retention of existing workers

• Attractiveness to potential workers

• Retention of existing customers

• Attractiveness to potential customers

• Overall corporate image

• Public trust/confidence

• Impact on society

• Relationships with government regulators

• Media… YIKES!!!

DEFINING VALUE – STOCK PRICE VALUATION

• Impact on current stock valuation

• Impact on current dividends

• Impact on future dividends

• Impact on current stock sales

• Impact on future stock sales

DEFINING VALUE – LEGAL LIABILITY

• Fines, penalties, e.g. -

o Shutdown orders

• Unbudgeted cost associated with immediate compliance

• Litigation & settlement costs from injured parties

• Expert witness fees

• Compensatory damages

o For actual monetary losses

• Punitive damages

o To deter further actions

• Supply chain contractual exposures & lawsuits

• Others exposed lawsuits, e.g.

o Fishing industry in Gulf of Mexico with BP

• Product recall costs

• Product recall delay penalties

DEFINING VALUE – OTHER LOSSES



• Intellectual capital

o Lost knowledge & property losses

• Human capital

o Lost employees, skills, abilities,

experience, intelligence, health & productivity

• Social & relationship capital

o Lost relationships between communities,

stakeholders etc.

OSH NON-FINANCIAL VALUE

CREATING NON-FINANCIAL OSH VALUE

Organizational leaders need to

• Define moral obligations

• Establish ethical boundaries

• Communicate OSH as organizational investment vs cost burden

OSH leaders need to

• Use strategic thinking-planning methods to create defined value

• Measure success & failures in defined value formats

• Continually communicate non-financial impact

• Facilitate non-financial OSH impact is used in decision-making

IMPACT OF OSH VALUE

OSH VALUE- BP FOR HORIZON GULF SPILL INCIDENT

• 11 workers killed

• $5.5 billion for federal Clean Water Act penalties

• $8.1 billion for natural resource damage

• $4.9 billion to Gulf states

• $1 billion to several hundred local governmental bodies

• 11 felony manslaughter charges which BP pleaded guilty

• BP has estimated its total cost for the disaster at $54.6 billion

OSH VALUE - GM’S IGNITION SWITCH RECALL SCANDAL

• 124 killed, 275 injured

• Through Dec. 2015

• $2.8 billion in recall costs thus far

• $35 million penalty to NHTSA



• $1.54 billion for deceased

• $456 million for injured

• $900 million settlement to U.S. DOJ for criminal charges

• ??? loss of net income compared to previous years

• ??? for class action & individual lawsuits pending

THE COST OF THE IGNITION SWITCH WAS $0.57

OSH VALUE - NFL CONCUSSION PROBLEM

• 3 in 10 players may develop Alzheimer's or dementia

• Lawsuit #1

o Covers 20,000 former players

• $1 billion settlement thus far

o Upheld on appeal

• 200 former players opted out

o Can sue separately

• Others huge lawsuits for sure

• NHL, NASCAR next in line

OSH VALUE - TAKATA CORPORATION

• Defective air bags identified in 2004

• 287.5 million defectives sold to Honda, Mercedes-Benz, Ford, Saab, VW, Audi

• Denied problem for years

o Stonewalled investigations

• 8 deaths and hundreds of injuries from shrapnel

• $24 Billion outlay expected

o Potential bankruptcy for Takata

• NHTSA fines of $70 Million imposed

o Up to $130 Million more if they don’t comply with recall orders

• Significantly tarnished reputations for car companies



UNDERSTANDING WHAT DRIVES BUSINESS LEADERS

SO… HOW ARE YOU & OSH HELPING THEM TO DO THIS?

ENGAGING LEADERS

Do

• Engage them!!!!

• Keep it short & sweet

• Advise how it will help them… Personally

• Be action oriented… Specifically how you plan to help them

• Frame it as “you need their help” too

• Be specific about the help you need from them, e.g. Stronger accountability

• Show that you are already working on it… with them

• Create a sense of urgency to avoid the dreaded “tabled decision”

• Show them how it will be measured

Don't

• Over-promise

• Promise & not deliver

A FINAL WORD ON VALUES

Jack Welsh on Winning

1. Defined organizational values are not much good unless backed up

2. To make values really mean something, companies have to

Grow the business

Attract & retain customers

Minimize business costs

Continuously improving organizational productivity

Effectively manage business risks

Maintain & continuously improve quality

Protect the business reputation

Be recognized for their success

Save their own hide

FATTEN THE WALLET



o seriously reward people who exhibit them & punish those who don’t

THE MOST IMPORTANT BOTTOM LINE

• Work the business case…

but don’t lose focus on what OSH is all about

• Remember…

there is much more to OSH than economics

VISIONING & STRATEGIC PLANNING

STRATEGIC PLANNING DEFINED



STRATEGIC PLANNING

4 FUNDAMENTAL QUESTIONS STRATEGIC PLANS ANSWER

• Where are we now?

• Where are we going?

• How will we get there?

• How will we measure our progress?

GREAT STRATEGIC PLAN ATTRIBUTES

• Purpose Driven

o Based on a real executable mission


• Integrated

o Each element supports the next

o Objectives are clearly connected to goals


• Systematic

o Not one big document

o Small executable parts


• Dynamic

o Must be revised frequently


• HOLISTIC

o All areas of the organization are impacted

o But implementation is surgically focused



STRATEGIC MANAGEMENT

STRATEGIC MANAGEMENT DEFINED

• Assuring that the right people & resources are in place to implement the plan

o Assignments are made - Closely monitored

o Accountability is executed - And so are some!

STRATEGIC OSH MANAGEMENT BEGINS WITH

• Challenging the status quo - Good performance is not good enough

• Accepting responsibility - For what can’t be controlled

• Relentlessly inspiring change - To create continuous improvement

• Creating - A sense of urgency and vulnerability

• Setting a high bar - For attaining safety performance excellence

• Paralyzing resistance - With persistence

STRATEGIC PLANNING - THE NEXT LEVEL ORGANIZATIONAL RISK BARRIERS

ORGANIZATIONAL RISK BARRIERS

o are not typical unsafe acts or conditions

o These barriers are found much deeper!

ORGANIZATIONAL RISK BARRIERS

• Organizational Risk Barriers can be:

o visible & hidden

o operational or decision based

• So… to attain OSH performance excellence… you must look beyond the obvious

HOW ORGANIZATIONAL RISK BARRIERS INFLUENCE



SIGNIFICANT ORGANIZATIONAL BARRIERS

• Production output

• Externally driven

• Financial

• Contractor

• Purchasing

• Personnel-staffing

• Worker self-imposed

• Role alignment

• Accountability

• Safety Governance

• Overconfidence

• Risk acceptance

• Ethical

• Psychological

• Political – Dead silence

• Goal conflict

• Communication

• Managerial denial

• Managerial ignorance-arrogance

DECISIONS

• In many cases the decisions of leadership (or lack thereof) ultimately lead workers

down the path of no return

WHERE DECISION-MAKING GETS MESSY

Striking the balance between… No Risk vs Reasonably Acceptable Risk

What dictates the correct decision?



• Personal risk perception - All over the place

• Legal parameters - Perceived grayness vs. black & white

• Costs vs benefits - Tough to determine

• Ethical climate boundaries - Somewhat undefined

• Organizational risk tolerance climate - Historically influenced

Adapted from Dr. Jan Wachter

DECISION-MAKING INFLUENCERS

• Corporate Survival

• Morals

• Values

• Ethics Climate

• Lack of Courage

• Group Think

• Self-Preservation

ETHICAL DECISION-MAKING

ETHICAL DECISIONS

POSITIVE IMPACT OF ETHICAL DECISIONS

• Protect the company’s reputation

• Build customer confidence & trust



• Grow & retain customers

• Attract & retain top talent

CHALLENGES TO ETHICAL BEHAVIOR

• External pressures

• Self-Imposed pressures

• Ignorance

NEGATIVE CONSEQUENCES OF UNETHICAL DECISIONS

• Criminal charges &/or fines

• Lawsuits

• Ruined careers

• Injured organization reputation

• Wasted time

• Low morale

• Recruiting difficulties

• Oppressive legislation

• Fraud & scandals

THE STAKEHOLDERS

• Employees

• Stockholders

• Customers

• Vendors & contractors

• General Public

• You, Your family

• Others who you touch

ETHICAL DECISION-MAKING REQUIRES

• Commitment

o The desire to do the right thing regardless of the cost

• Consciousness

o The awareness to act consistently & apply moral convictions to daily

behavior

• Competency

o The ability to collect & evaluate information, develop alternatives, &

foresee potential consequences and risks



SIMPLE ETHICS DECISION-MAKING MODEL

• Define the ethical dilemma

• Assure it is based on verified facts

• Develop solutions

• Make the decision

• Review the decision with others who you trust & do not benefit

• Monitor the solution for intended results

• Modify if necessary

INFLUENCING CHANGE

IN OSH… INFLUENCE IS AT THE CORE OF EVERYTHING

In OSH… there are few skills more important than the ability to influence others…

& alter their attitudes & behaviors

INFLUENCE DEFINED

• The capacity to have an effect on the character, development, or behavior of

someone or something

OSH INFLUENCE IN ITS SIMPLEST FORM INFLUENCING LINE MANAGEMENT

• Organizational Leadership (not OSH) is used to influence (inspire) others

• Influence is applied to change behavior

• Behavior is aimed at attaining a shared goal

• The goal is attained if the Organizational Leadership was effective

INFLUENCING LINE MANAGEMENT

• We can never expect anyone to engage in a desired behavior…

unless we give them a meaningful reason to do so!



7 REASONS WHY LINE MANAGERS DON’T ACCEPT RESPONSIBILITY FOR OSH...

• Believe production is more important

• No assigned responsibility, thus no authority

• No measurable performance objectives

• No performance accountability

• No resources allocated

• OSH professionals continue to do Line management’s job

• Senior manager resolves not demonstrated

o Most important!

Line managers need to be “SOLD” on their OSH responsibilities, but they will only

“BUY” if they see something in it

The BOSS needs to do the selling… NOT OSH PROFESSIONALS!

LINE MANAGERS WILL DO

• What they are getting measured on

• What they feel they can control

• What they will get rewarded for doing

• What they feel is important to their management

WAYS TO GET LINE MANAGERS MOTIVATED

• Work group performance accountability

• Worker action accountability

• Regulatory infraction accountability

• Continued employment opportunity

• Accident cost budget chargebacks

• Career growth limitations

• Public peer comparisons-humiliation

OTHER WAYS TO GET LINE MANAGERS MOTIVATED

• On-going subordinate feedback. 360’s

• Recognition & rewards for good performance

• Leading by example

• Personal involvement in serious situations

• Training & education

• Assigned responsibility in job description



YOUR KEYS TO INFLUENCING LINE MANAGEMENT

• Branding yourself as the expert… the “go-to person”

• Lining up key “sponsors” who support you

• Communicating with confidence, conviction & passion

• Being willing to discuss the pros & cons of your position

• Focusing on what you have in agreement

• Answering the “what is in it for me” questions

• Listening with both ears to understand & empathize

YOUR KEYS TO INFLUENCING LINE MANAGEMENT

• Focusing on solutions, not positions

• Being willing to compromise… But not your values

• Being consistent… In words & actions

• Being likable & respectable

• Being patient

• Maintaining a positive disposition

INFLUENCING THROUGH MOTIVATION

MOTIVATION

• The forces that can initiate, guide, & maintain our behaviors

o Biological

o Social

o Emotional

o Cognitive

INCENTIVE MOTIVATION THEORY

• People are motivated to do things because of… external rewards

INSTINCT MOTIVATION THEORY

• People act instinctively… as a result of how we evolved

DRIVE MOTIVATION THEORY

• People take certain actions… to reduce the internal tension caused by unmet

needs

AROUSAL MOTIVATION THEORY

• People take certain actions… to either decrease or increase levels of arousal



HUMANISTIC MOTIVATION THEORY

• People have cognitive reasons to perform various actions

o e.g. Maslow’s Hierarchy of Needs

EXPECTANCY MOTIVATION THEORY

• People formulate different expectations… about what will happen

INFLUENCING THROUGH TRUST BUILDING TRUST

• At the core of influence is TRUST… NOT MANIPULATION

• People believe those who they like, respect as authorities & trust as experts

5 BASIC PRINCIPLES OF TRUST

• Mistrust drives out trust

• Trust begets trust

• Trust can be regained

• Mistrusting groups self-destruct

• Mistrust generally reduces productivity

3 CATEGORIES OF INDIVIDUAL TRUST

• Deterrence - Based trust

o Based on fear of reprisal if the trust is violated

• Knowledge - Based Trust

o Based on behavioral predictability that comes from past interaction

• Identification - Based Trust

o Based on a mutual understanding of each other’s intentions & desires



3 CATEGORIES OF ORGANIZATIONAL TRUST

• Strategic Trust

o Organization's mission & success strategy is trustworthy

• Procedural Trust

o Organization's policies are fairly administered

• Personal Trust

o Managers & workers are fair to each other

MAJOR DESTROYERS OF ORGANIZATIONAL TRUST

• Inconsistent application of policies, procedures, rules

• Inconsistent in decision-making & actions

• Limited or no communication

• Intentional misinformation

• Unaddressed ethical breaches

MODELING TRUST

• Integrity… honesty & truthfulness

• Competence… technical knowledge & skills

• Credibility… communication of professional limitations

• Consistency… reliability, predictability, & good judgment

• in handling situations

• Loyalty… willingness to protect & save face for another person

• Openness… ability to demonstrate candor

• Intimacy… recognizing other’s sensitivities

• Orientation… focus on others concerns vs. yours

INFLUENCING THROUGH ROLE ALIGNMENT

THE ROLES OF MANAGERS, SUPERVISORS & OSH PROFESSIONALS

FOR MAXIMIZING OSH PERFORMANCE

MANAGEMENT RESPONSIBILITY… EVERYONE IS NOT RESPONSIBLE FOR OSH

Management is responsible for managing the OSH process

Management is accountable for results

Employees are responsible to perform according to management’s directives



ROLES

• Without proper role delineation & execution, OSH performance can be

managed… BUT NEVER MAXIMIZED!

BROADLY SPEAKING

• Senior Managers

o Create the vision for OSH excellence

• Middle Managers

o Facilitate the execution of the vision

• First Line Supervisors (Line Managers)

o Execute the vision

• OSH & Staff Professionals

o Assist all levels in successfully executing & monitoring the execution of the

vision

OSH EXCELLENCE

Achieving OSH Excellence… has always been about changing behavior!

Proper management behaviors will produce desired supervisory & employee behaviors

OSH PERFORMANCE

OSH performance excellence equates to how well management & supervisors

influence the behaviors of their workers…

& IT’S NO DIFFERENT THAN ANYTHING ELSE!

ALIGNING ROLES

• Job descriptions

• Performance contracts

• Establishing leading & trailing indicator performance measures

UNDERSTANDING, ACCEPTING & EXECUTING ROLES

• Training on roles & key activities

• Training on execution of roles

• Ongoing assistance provided by OSH & other staff

MEASUREMENT OF ROLE EXECUTION

• Setting attainable leading performance indicators

• Setting attainable trailing performance indicators

• Constant measurement



• Continual feedback

ESTABLISHING ACCOUNTABILITY & OWNERSHIP

• Performance Reviews

• Salary Weighting

• Salary Increases

• Bonus System Weighting

• Promotion Assessment

• Employee Perception Surveys

• 360 Degree Reviews

INFLUENCING THROUGH CONFLICT RESOLUTION

WORKPLACE CONFLICT - TYPICALLY INVOLVES STRUGGLES BETWEEN PEOPLE

OVER

• Values

• Competition for status

• Power & scarce resources

SIGNS OF WORKPLACE CONFLICT

• Anger

• Disgruntled staff

• Low productivity

• High turnover

• Absenteeism

• Frequent ‘sick days’

• Dysfunctional meetings

• Bullying

COSTS OF WORKPLACE CONFLICT



• Reputation

• Safety

• Loyalty

• Production

• Recruitment

• Replacement

• Litigation

• Time

• Money

3 ORGANIZATIONAL CONFLICT CULTURES

• Dominating organization

o Power struggles are the norm for resolving conflicts

• Litigating organization

o Fact-based contests are the norm for resolving conflicts

• Mediating organization

o Interest reconciliation is the norm for resolving conflicts

CONFLICT CAN BE PRODUCTIVE WHEN

• Used to create & innovate

• Formal dispute resolution systems

• are employed

• Viewed as an organization asset vs liability

• Improved solutions result from collaboration

CONFLICT RESOLUTION OPTIONS

• Avoidance

• Capitulation

• Suppression

• Accommodation

• Escalation

• Confrontation

• Problem solving

PROBLEM SOLVING OPTIONS

• Conciliation

o Neutral 3rd party assists disputants

• Arbitration

o Neutral 3rd party acts as judge



• Negotiation

o Parties confer to arrive at mutual solution

• Mediation

o Neutral 3rd person assists in negotiations

• Facilitation

o Neutral 3rd party assists in group discussions

IN SUMMARY

LEARNING OBJECTIVES

• Lead organizational OSH by applying the principles of leadership, participating in

strategic thinking & planning, & determining the best OSH model that would

benefit their organization.

• Exhibit the unique traits of successful leaders to inspire & influence their

workforce to safety performance improvement.

• Strengthen the connection with the OSH professional’s executive, middle, & line

leaders.

• Introduce new concepts in OSH management & leadership to their workforce.

END OF SEMINAR ADMINISTRATION

• Evaluations

• Personal Belongings

• Contact ASSP

o Phone: 847-699-2929

o Web: www.assp.org

For the American Society of Safety Professionals (ASSP)

Joel N. Tietjens, CSP, CSHM, FASSP

T-JENS & T-JENS, INC.

18803 Whitewood Drive, Spring, TX 77373-5613

Off: 281-353-3680 E-Mail: [email protected] Web: www.tjens.com

mailto:[email protected]

http://www.tjens.com/

INFLUENTIAL LEADERSHIP SKILLS IN MANAGING …€¦ · KEY OSH LEADER ATTRIBUTES • Trustworthy • Inquisitive • Responsive • Inclusive • Flexible • Focused • Big picture

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