SlideShare a Scribd company logo
1 of 79
Copyright © Sentis Pty Ltd 2023. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and
registered trademarks. No material from this document is to be reproduced or used in any format without express written permission.
SAFETY LEADERSHIP IN
ACTION
THE ROLE OF SAFETY
LEADERSHIP IN
CREATING A POSITIVE
SAFETY CULTURE
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
1
2
3
The new definition of safety and the
role of safety leadership in creating a
positive safety culture
OVERVIEW
The Brain and Leadership:
The brain science of leadership
Psychology of Influence
4
Safety Leadership in Action:
Key influencing tools in creating
a positive safety culture
Name and role in the
business
ACTIVITY: INTRODUCTIONS
What does safety mean
to you?
Why does safety matter
to you?
EXPANDING SAFETY:
CARING FOR THE COMPLETE INDIVIDUAL
Physical Psychological Social
Physical safety - being protected from
physical harm or danger
Psychological safety - the extent to
which individuals feel confident to
express their thoughts and opinions,
without fear of negative
consequences.
Social safety - the sense of security
people have in their relationships and
interactions with others.
PERSONAL BIG 5
DO WE SEE
SAFETY AS A
‘COST’ OR A
‘CURRENCY’?
Safety is not about
protecting you
FROM something,
but FOR something.
JOINING THE DOTS
SAFETY CULTURE MATURITY QUIZ
Take our new interactive quiz to
discover the greatest areas of
improvement to help your people.
RESEARCH SAMPLE
86%
of organisational sites
operate from a negative
safety culture
“Safety is important if it
doesn’t cost money.”
“You come to work and
no one gives a s***
about safety.”
“Some of them just
don’t care about
safety procedures.”
“A piece of paper won’t
stop someone dying—
it’s developed as an a***-
covering exercise.”
“I think people are so
used to living in filth at
work that they don’t care
anymore.”
“We have fired people
who have been injured
and then avoided
recording it.”
“We are constantly
complaining to managers
about the air quality, that
after 4pm we can’t
breathe.”
THE BIGGEST OPPORTUNITIES
Top five opportunity areas identified across sites operating at Counterproductive and
Public Compliance levels of safety culture maturity.
Safety Culture Dimension Opportunity Frequency (% of Sites)
Quality of safety procedures* 56%
Management safety commitment* 51%
Internal context* 48%
Willingness to report incidents and errors 40%
Employee safety performance* 37%
*Denotes dimensions that have a strong correlation with safety culture maturity (Pearson Correlation ≥0.70)
LESSONS FROM SITES DOING WELL
Top five strength areas identified across sites operating at Private Compliance and
Collaborative levels of safety culture maturity.
Safety Culture Dimension Strength Frequency (% of Sites)
Safety mission and vision* 60%
Management safety commitment* 60%
Within-team safety communication 50%
Safety responsibility* 50%
Team support for safety 40%
*Denotes dimensions that have a strong correlation with safety culture maturity (Pearson Correlation ≥0.70)
CREATE A STRONG VISION OF THE CULTURE YOU
WANT TO ACHIEVE
COST
What not to do
Absence of harm
Lag indicator focus
Correct and control
Blame
Error / mistake focused
Hunt the mistake
Blame the worker
Top down
Hide issues
Black and white rules
External Locus of Control
(ELOC)
CREATE A STRONG VISION OF THE CULTURE YOU
WANT TO ACHIEVE
CURRENCY
What to do
Presence of safety
Focus on capacity and
capability
Empower and collaborate
Learning from success
Hunt the good stuff
Look at the system
Walk a mile in your shoes
Freedom in a framework
Internal Locus of Control
(ILOC)
FACTORS THAT DRIVE SAFETY MATURITY UP AND DOWN
Physical
Psychological
Social
Physical
Social
Psychological
THE LEADERSHIP LINK
    
Impact of Poor Safety Leadership on
Employees Safety Behaviours
Negative safety culture
Low discretionary effort
Positive safety culture
High discretionary effort
THE LEADERSHIP LINK
Impact of Strong Safety Leadership on
Employees Safety Behaviours
    
Negative safety culture
Low discretionary effort
Positive safety culture
High discretionary effort
SCM IN ACTION
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
LEADER LINK: APPLYING PB5 &
THE SAFETY CULTURE MODEL
REVIEW YOUR SCM FOR
YOUR AREA
How well are you and your team
investing in all components of
safety culture?
ENVIRONMENT, PRACTICES,
PERSON & LEADERSHIP
What needs to change or be
invested in to achieve a total safety
culture?
ENGAGE TEAMS WITH
THEIR PB5
Get to know what is important for
your team members’ PB5. Keep
their PB5 front-of-mind regularly.
Remind them to consider their
PB5 when making safety
decisions each day.
2
THE BRAIN &
LEADERSHIP
WHY DO WE FOCUS ON
THE BRAIN?
AS WE GO TO A BREAK….AN INTRO TO OUR BRAIN
BRAIN FACT:
Our brain was designed
for survival in simple
environments
BRAIN FACT:
Our brain likes to find
ways to conserve
energy
Behavioural and procedural
controls are here to stay. Therefore,
there is a need to make sure their
inherent frailty is understood…
This includes an increased
understanding of social,
psychological, organisational
culture and culture change as well
as an appreciation of human
error/reliance.
International Council on Mining & Metals - 2019
THREE FUNCTIONS OF THE BRAIN
FILTER IN G
IN FOR MATION
PAYING
C ON SC IOU S
ATTEN TION
R U N N IN G OU R
SU BC ON SC IOU S
PR OC ESSES
ACTIVITY: PAY ATTENTION
Licensed for use through Viscog Productions, Inc. (www.Viscog.com)
DIPI
MILLIONS OF
BITS OF
INFORMATION
ATTEND
KEEP IT SIMPLE
If we only have 7 Units
then make sure you give
directions and information
in simple bite-size chunks
so that it is easier for your
people to process it.
LEADER LINK: USING OUR 7 UNITS
MOST EFFECTIVELY
MANAGE ‘GORILLAS’
Be mindful of what may be
distracting or is creating
blindspots for your team. Find
ways to remove the distractions
or direct your teams’ attention
where it is needed: ‘What’s
Important Now?’. Also,
consider this: are you potentially
being a ‘gorilla’ for your team?!
DANGEROUS
First and
foremost, we are
hard wired for
survival and
prioritise our
attention to those
things that could
harm us.
DIPI
IMPORTANT
We tend to focus
on those things
that have
become
important to us
throughout our
life.
PLEASURABLE
Our attention will
be drawn to
things that we
enjoy, make us
feel good or
make us happy.
INTERESTING
We have a knack
for picking out
the unusual,
strange or
inconsistent
information in our
environment.
WHAT AFFECTS OUR BRAIN’S ABILITY TO SEE RISK?
MEDICATION
RUSHING
Questions automatically
activate the ‘search engine’
of our brain.
The question you ask will
determine what ‘folder’ it looks
in to find you an answer.
ATT ITUDE
BEHAVIOUR
RESULT
THINK, FEEL, DO
PROMOTE YOUR RISK
ASSESSMENT
Help your team to see the
ongoing benefits of risk
assessment – remind them
that things can change.
Personal and formal risk
assessment processes help
us to focus our attention and
counteract some of our brain
limitations.
CELEBRATE THE WINS
If you are asking your team
to identify risks and report
hazards, then find ways to
promote this as a positive –
the risk was found before it
progressed to something
worse.
GORILLA HUNTING
We have several brain
limitations that can impact
our ability to see risk.
Counteract these
limitations by using risk
assessment tools
effectively, sharing
knowledge around risks
with team members and
hunting for ‘gorillas’.
ASK ‘IS IT WORTH
THE RISK?’
Check your ‘frames’ before
commencing a task. Is the
risk, or the risk of not
managing a potential
hazard, worth it to you and
your PB5?
SEEING AND MANAGING RISK
3
THE PSYCHOLOGY
OF INFLUENCE
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
UNDERSTANDING THE ‘SOCIAL BRAIN’
HOW DO YOUR PEOPLE EXPERIENCE SAFETY AT WORK
PAGE 45
SAFETY IMPLICATIONS
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
BRAIN TOOL:
The portion of
responsibility I choose
to take in any given
situation:
WHAT’S MY 50%?
THE ‘ONAGAWA CASE’
CONSCIOUS LEADERSHIP: TWO THINGS TO CONSIDER
THE FRAME
I HAVE
AROUND
MYSELF AS
A LEADER
THE FRAME
I HAVE
AROUND
MY TEAM
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
S T A G S
P
R
O
G
R
E
S
S
MAINTENANCE
ACTION
PREPARATION
CONTEMPLATION
PRE-CONTEMPLATION
STAGES OF CHANGE
PSYCHOLOGY
OF CHANGE
Any behaviour change depends on having:
1. The reason or motivation to change
2. The knowledge of how to change
Organisations are more than just a sum of
their individual employees.
For effective change, processes must
take individual and organisational factors
into account.
W H E R E D O Y O U R S A F E T Y
I N I T I AT I V E S T A R G E T ?
PSYCHOLOGY OF CHANGE
P
R
O
G
R
E
S
S
MAINTENANCE
ACTION
PREPARATION
CONTEMPLATION
PRE-CONTEMPLATION
STAGES OF CHANGE
Where most safety
initiatives target
...and here
... here
Better to focus
here…
SAFETY
LEADERSHIP IN
ACTION
4
THE SAFETY LEADERSHIP SKILLS REQUIRED TO DRIVE
A POSITIVE TEAM SAFETY CULTURE
PAGE 22
THE FOUR STRATEGIES OF
A SAFETY LEADER
Leading as the ‘Guide’
Leading as the ‘Coach’
Leading to ‘Empower’
Leading as an ‘Advocate’
PULLING THE RIGHT LEVERS
AT THE RIGHT TIME
The four strategies of a safety leader:
• The Leader as the ‘Guide’
• The Leader as the ‘Coach’
• The Leader as the ‘Empowerer’
• The Leader as the ‘Advocate’
DIRECT, INSPIRE
& MOTIVATE
(THE ‘GUIDE’)
MONITOR, COACH
& INFLUENCE
(THE ‘COACH’)
CHALLENGE,
COLLABORATE
& DELEGATE
(THE ‘EMPOWERER’)
TRUST &
WILL
TIME & SKILL
THE ‘ADVOCATE’
THE FOUR STRATEGIES OF
A SAFETY LEADER
The Leader as the ‘Guide’
The Leader as the ‘Coach’
The Leader as the ‘Empowerer’
The Leader as the ‘Advocate’
THE LEADER AS THE ‘GUIDE’
✓ Outlines a clear safety vision and how
to achieve it
✓ Role models expected behaviour
✓ Supports team with skills development
and resources to do the job
✓ Recognises good safety outcomes
and corrects gaps observed
✓ Actively listens and seeks to understand
✓ Promotes self-initiated reflection for
safety investment
✓ Addresses challenges and find solutions
in the moment
Effective Skills:
How:
Find the time Join the dots Give people ‘just
enough rope’
Hold people to
account
THE LEADER AS THE ‘GUIDE’
CONVERSATION FRAMEWORK
Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.
✓ Challenges people to think differently
about safety
✓ Encourages workers to discuss and
resolve safety issues
✓ Suggests sources of inspiration to solve
the safety challenge
✓ Provides ongoing feedback about safety
decisions onsite
✓ Uses a combination of tangible and
intangible rewards (e.g. verbal praise) to
acknowledge safety success
THE LEADER AS THE ‘COACH’
Effective Skills:
How:
Become a master
of questions
Apply appreciative
inquiry skills
Know what
inspires your
people
Hold your ground
and help people
to resolve their
own challenges
THE LEADER AS THE ‘COACH’
ENCOURAGE
PARTICIPATION
“What are
some other ways
we could tackle
this task?”
ENGAGE
THINKING
“What is the
biggest risk we
need to manage
in this task?”
ENCOURAGE
OWNERSHIP
“What are we
going to do to
make sure this is
resolved?”
CHECK FOR
UNDERSTANDING
“Are you clear on
how this may impact
your tasks today?
✓ Tailors the safety vision to target specific
growth areas within the team
✓ Strategically shares information about
safety onsite to increase individuals’
sense of personal responsibility
✓ Provides opportunities for the crew to
take more personal responsibility for
their safety
✓ Encourages workers to recognise and
reward each other for high safety
performance
THE LEADER AS THE ‘EMPOWERER’
Effective Skills:
How:
Become a master
of effective
recognition
Learn to foster
collaboration
Give over the
keys to the car
THE LEADER AS THE ‘EMPOWERER’
TOKENS: UNITS OF RECOGNITION
EFFECTIVE TOKENS
H O W C A N W E
E N S U R E
A C K N O W L E D G E M E N T
I S E F F E C T I V E F O R
I N D I V I D U A L S ?
Due to your
choice we …
As a result
of your …
Because … Type of people,
we / you are
ACKNOWLEDGEMENT IN ACTION IN ACTION
“Here in the southeast I wanted to acknowledge that
overnight we had no emergency rescues. That is a great
tribute to the people of this region. I am very proud of
them. They did what we asked…
…They followed all the warnings, they co-operated with
our emergency staff and I am very, very proud of our staff
who were out there on the frontline last night…
…It was an incredible effort overnight and I am very
grateful to all of the people who heeded our warnings and
helped our emergency staff keep us all safe”
“This team has been given
this achievement award
because of the excellent
effort we put forth the
entire year. I believe that
reflects the type of
people we are.”
THE LEADER AS THE ‘ADVOCATE’
✓ Actively cares for the health and
wellbeing of their people
✓ Actively listens to teams needs
✓ Role models organisational
expectations
✓ Supports organisational goals by
promoting them to team
✓ Recognises and promotes team
effectiveness to senior leadership
✓ Addresses challenges up and down
the line to find best solutions for team
and organisation
Effective Skills:
THE LEADER AS THE ‘ADVOCATE’
How:
Ramp up your
emotional
intelligence
Ramp up your
diplomacy skills
Know the safety
vision well and
find your ‘pitch’
Become a ‘poster
child’ for
psychological
safety
“THIS IS THE WAY WE’VE ALWAYS DONE IT…”
Appreciative Inquiry is
about asking questions
that trigger critical
thinking
= Root Cause
“Doing things the way we have before keeps us comfortable
and feeling in control. But what might the benefits be in
rethinking how we do things?”
“Have we had to make a change in the past? How did we
achieve it? It may not have been easy at first, but have we
shown ourselves it can be done?”
“When was the last time we stopped to challenge ourselves
about the way we do things? Could we be missing an
opportunity here for a change for the better?
“What would need to happen in order to make this change
work and be worth doing?”
INFLUENCING UNHELPFUL FRAMES…
ACTIONABLE
INSIGHTS
WHAT HAVE WE COVERED…
DIPI
TOKENS
7 UNITS
SOLUTION
FOCUSED
LANGUAGE
QUESTIONS
SOCIAL
BRAIN
SO WHAT?
The Safety Leadership Masterclass
Starts
September 25, 2023
Duration
8 weeks, online
Watch course videos, engage in live Q&As
with safety culture experts and extend
your learning with optional challenges
Collaborate with 24/7 access to a global
community of likeminded peers
Apply your learning to become an
influential change agent and create a clear
roadmap for culture change success.
Learn more and secure your place today
safetyleadershipmasterclass.com
Request more information
sentis.com.au 1300 653 042
ANTHONY GIBBS
CEO
+61 427 521 757
Anthony.Gibbs@sentis.com.au
Copyright © Sentis Pty Ltd 2023. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and
registered trademarks. No material from this document is to be reproduced or used in any format without express written permission.
https://www.linkedin.com/in/anthony-gibbs/
Q&A
OVER TO YOU

More Related Content

What's hot

7 STEPS TO LEADERSHIP EXCELLENCE IN WORK SAFETY & HEALTH.
7 STEPS TO LEADERSHIP EXCELLENCE IN WORK SAFETY & HEALTH. 7 STEPS TO LEADERSHIP EXCELLENCE IN WORK SAFETY & HEALTH.
7 STEPS TO LEADERSHIP EXCELLENCE IN WORK SAFETY & HEALTH. Abdul Shukor
 
Understanding heightened work health and safety legislation for managing the ...
Understanding heightened work health and safety legislation for managing the ...Understanding heightened work health and safety legislation for managing the ...
Understanding heightened work health and safety legislation for managing the ...Australian Institute of Health & Safety
 
Elements of Process Safety Management
Elements of Process Safety ManagementElements of Process Safety Management
Elements of Process Safety ManagementShirazeh arghami
 
Theories of accident causation
Theories of accident causationTheories of accident causation
Theories of accident causationJennifer Gutierrez
 
Hazard Recognition Training Generic
Hazard Recognition Training   GenericHazard Recognition Training   Generic
Hazard Recognition Training Genericaljingst
 
Safety Culture Power Point
Safety Culture Power PointSafety Culture Power Point
Safety Culture Power PointJoe Daugherty
 
Behaviour-based safety (BBS) is the “application of science of behaviour chan...
Behaviour-based safety (BBS) is the “application of science of behaviour chan...Behaviour-based safety (BBS) is the “application of science of behaviour chan...
Behaviour-based safety (BBS) is the “application of science of behaviour chan...Indohaan Technology
 
Process Safety
Process SafetyProcess Safety
Process SafetyConsultivo
 
Ppt for IMPROVEMENT OF SAFETY THROUGH SAFETY MANAGAMENT PLAN – office p...
Ppt for IMPROVEMENT OF SAFETY   THROUGH    SAFETY MANAGAMENT PLAN –  office p...Ppt for IMPROVEMENT OF SAFETY   THROUGH    SAFETY MANAGAMENT PLAN –  office p...
Ppt for IMPROVEMENT OF SAFETY THROUGH SAFETY MANAGAMENT PLAN – office p...AMIT SAHU
 

What's hot (20)

Safety (1)
Safety (1)Safety (1)
Safety (1)
 
7 STEPS TO LEADERSHIP EXCELLENCE IN WORK SAFETY & HEALTH.
7 STEPS TO LEADERSHIP EXCELLENCE IN WORK SAFETY & HEALTH. 7 STEPS TO LEADERSHIP EXCELLENCE IN WORK SAFETY & HEALTH.
7 STEPS TO LEADERSHIP EXCELLENCE IN WORK SAFETY & HEALTH.
 
Understanding heightened work health and safety legislation for managing the ...
Understanding heightened work health and safety legislation for managing the ...Understanding heightened work health and safety legislation for managing the ...
Understanding heightened work health and safety legislation for managing the ...
 
Elements of Process Safety Management
Elements of Process Safety ManagementElements of Process Safety Management
Elements of Process Safety Management
 
Theories of accident causation
Theories of accident causationTheories of accident causation
Theories of accident causation
 
SESSION : 1 Health & Safety Management : An overview
SESSION : 1 Health & Safety Management : An overview SESSION : 1 Health & Safety Management : An overview
SESSION : 1 Health & Safety Management : An overview
 
How organisations Sabotage Safety
How organisations Sabotage Safety How organisations Sabotage Safety
How organisations Sabotage Safety
 
Safety leadership
Safety leadershipSafety leadership
Safety leadership
 
EHS Presentation
EHS PresentationEHS Presentation
EHS Presentation
 
Behavior Based Safety
Behavior Based Safety Behavior Based Safety
Behavior Based Safety
 
Hazard Recognition Training Generic
Hazard Recognition Training   GenericHazard Recognition Training   Generic
Hazard Recognition Training Generic
 
behavior based safety
behavior based safetybehavior based safety
behavior based safety
 
Safety Culture Power Point
Safety Culture Power PointSafety Culture Power Point
Safety Culture Power Point
 
safety training
safety training   safety training
safety training
 
HSE Manual -1.pdf
HSE Manual -1.pdfHSE Manual -1.pdf
HSE Manual -1.pdf
 
nearmiss.ppt
nearmiss.pptnearmiss.ppt
nearmiss.ppt
 
Behaviour-based safety (BBS) is the “application of science of behaviour chan...
Behaviour-based safety (BBS) is the “application of science of behaviour chan...Behaviour-based safety (BBS) is the “application of science of behaviour chan...
Behaviour-based safety (BBS) is the “application of science of behaviour chan...
 
Nebosh Igc1 element 2
Nebosh Igc1 element 2Nebosh Igc1 element 2
Nebosh Igc1 element 2
 
Process Safety
Process SafetyProcess Safety
Process Safety
 
Ppt for IMPROVEMENT OF SAFETY THROUGH SAFETY MANAGAMENT PLAN – office p...
Ppt for IMPROVEMENT OF SAFETY   THROUGH    SAFETY MANAGAMENT PLAN –  office p...Ppt for IMPROVEMENT OF SAFETY   THROUGH    SAFETY MANAGAMENT PLAN –  office p...
Ppt for IMPROVEMENT OF SAFETY THROUGH SAFETY MANAGAMENT PLAN – office p...
 

Similar to Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.

Achieving Safety Culture.ppt
Achieving Safety Culture.pptAchieving Safety Culture.ppt
Achieving Safety Culture.pptTosiAbolo
 
BUILDING A SAFETY CULTURE.pdf
BUILDING A SAFETY CULTURE.pdfBUILDING A SAFETY CULTURE.pdf
BUILDING A SAFETY CULTURE.pdfAmb Steve Mbugua
 
Learning from Disaster - How a positive safety approach saves lives_MYOSH Web...
Learning from Disaster - How a positive safety approach saves lives_MYOSH Web...Learning from Disaster - How a positive safety approach saves lives_MYOSH Web...
Learning from Disaster - How a positive safety approach saves lives_MYOSH Web...kristinashields1
 
H&S Leadership Line Management
H&S Leadership Line ManagementH&S Leadership Line Management
H&S Leadership Line ManagementBoyd Propst
 
Safety Slide Show
Safety Slide ShowSafety Slide Show
Safety Slide Showjmishlove
 
Promoting a positive health and safety culture
Promoting a positive health and safety culturePromoting a positive health and safety culture
Promoting a positive health and safety cultureJames McCann
 
Safety Psychology Conference 2017 Program
Safety Psychology Conference 2017 ProgramSafety Psychology Conference 2017 Program
Safety Psychology Conference 2017 ProgramBarb Hutchinson
 
Psychological Safety Playbook
Psychological Safety PlaybookPsychological Safety Playbook
Psychological Safety PlaybookPando
 
Just Safety Master - Mark Dickson
Just Safety Master - Mark DicksonJust Safety Master - Mark Dickson
Just Safety Master - Mark DicksonDigitalPower
 
Effective-Safety-Culture from System - leadership - culture.pptx
Effective-Safety-Culture from System - leadership - culture.pptxEffective-Safety-Culture from System - leadership - culture.pptx
Effective-Safety-Culture from System - leadership - culture.pptxRezi Purnama
 
How to create Psychological Safety - an overlooked secret to organizational p...
How to create Psychological Safety - an overlooked secret to organizational p...How to create Psychological Safety - an overlooked secret to organizational p...
How to create Psychological Safety - an overlooked secret to organizational p...Alex Clapson
 
E compliance, dino varas communication and motivation
E compliance, dino varas communication and motivationE compliance, dino varas communication and motivation
E compliance, dino varas communication and motivationeCompliance
 
Operational Leadership and Critical Risk Management
Operational Leadership and Critical Risk ManagementOperational Leadership and Critical Risk Management
Operational Leadership and Critical Risk Managementmyosh team
 
Why choose Managing The Mist?
Why choose Managing The Mist?Why choose Managing The Mist?
Why choose Managing The Mist?Managing The Mist
 
SIA Webinar: Belief-Based Safety Leadership™ - Driving a High-Performance Cul...
SIA Webinar: Belief-Based Safety Leadership™ - Driving a High-Performance Cul...SIA Webinar: Belief-Based Safety Leadership™ - Driving a High-Performance Cul...
SIA Webinar: Belief-Based Safety Leadership™ - Driving a High-Performance Cul...Australian Institute of Health & Safety
 
ANOH GAS PROJECT Developing a positive HSE culture.ppt
ANOH GAS PROJECT Developing a positive HSE culture.pptANOH GAS PROJECT Developing a positive HSE culture.ppt
ANOH GAS PROJECT Developing a positive HSE culture.pptolorunyomi wale
 
Practical aspects of health &safety by Jayadeva de Silva
Practical aspects of health &safety by Jayadeva de SilvaPractical aspects of health &safety by Jayadeva de Silva
Practical aspects of health &safety by Jayadeva de SilvaSelf-employed
 
Post recession leadership in health and safety - Sally Croft (DAC Beachcroft)...
Post recession leadership in health and safety - Sally Croft (DAC Beachcroft)...Post recession leadership in health and safety - Sally Croft (DAC Beachcroft)...
Post recession leadership in health and safety - Sally Croft (DAC Beachcroft)...SHExpo
 

Similar to Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture. (20)

Achieving Safety Culture.ppt
Achieving Safety Culture.pptAchieving Safety Culture.ppt
Achieving Safety Culture.ppt
 
BUILDING A SAFETY CULTURE.pdf
BUILDING A SAFETY CULTURE.pdfBUILDING A SAFETY CULTURE.pdf
BUILDING A SAFETY CULTURE.pdf
 
Learning from Disaster - How a positive safety approach saves lives_MYOSH Web...
Learning from Disaster - How a positive safety approach saves lives_MYOSH Web...Learning from Disaster - How a positive safety approach saves lives_MYOSH Web...
Learning from Disaster - How a positive safety approach saves lives_MYOSH Web...
 
H&S Leadership Line Management
H&S Leadership Line ManagementH&S Leadership Line Management
H&S Leadership Line Management
 
Safety Slide Show
Safety Slide ShowSafety Slide Show
Safety Slide Show
 
SPC0117Z_D
SPC0117Z_DSPC0117Z_D
SPC0117Z_D
 
Leading the way
Leading the wayLeading the way
Leading the way
 
Promoting a positive health and safety culture
Promoting a positive health and safety culturePromoting a positive health and safety culture
Promoting a positive health and safety culture
 
Safety Psychology Conference 2017 Program
Safety Psychology Conference 2017 ProgramSafety Psychology Conference 2017 Program
Safety Psychology Conference 2017 Program
 
Psychological Safety Playbook
Psychological Safety PlaybookPsychological Safety Playbook
Psychological Safety Playbook
 
Just Safety Master - Mark Dickson
Just Safety Master - Mark DicksonJust Safety Master - Mark Dickson
Just Safety Master - Mark Dickson
 
Effective-Safety-Culture from System - leadership - culture.pptx
Effective-Safety-Culture from System - leadership - culture.pptxEffective-Safety-Culture from System - leadership - culture.pptx
Effective-Safety-Culture from System - leadership - culture.pptx
 
How to create Psychological Safety - an overlooked secret to organizational p...
How to create Psychological Safety - an overlooked secret to organizational p...How to create Psychological Safety - an overlooked secret to organizational p...
How to create Psychological Safety - an overlooked secret to organizational p...
 
E compliance, dino varas communication and motivation
E compliance, dino varas communication and motivationE compliance, dino varas communication and motivation
E compliance, dino varas communication and motivation
 
Operational Leadership and Critical Risk Management
Operational Leadership and Critical Risk ManagementOperational Leadership and Critical Risk Management
Operational Leadership and Critical Risk Management
 
Why choose Managing The Mist?
Why choose Managing The Mist?Why choose Managing The Mist?
Why choose Managing The Mist?
 
SIA Webinar: Belief-Based Safety Leadership™ - Driving a High-Performance Cul...
SIA Webinar: Belief-Based Safety Leadership™ - Driving a High-Performance Cul...SIA Webinar: Belief-Based Safety Leadership™ - Driving a High-Performance Cul...
SIA Webinar: Belief-Based Safety Leadership™ - Driving a High-Performance Cul...
 
ANOH GAS PROJECT Developing a positive HSE culture.ppt
ANOH GAS PROJECT Developing a positive HSE culture.pptANOH GAS PROJECT Developing a positive HSE culture.ppt
ANOH GAS PROJECT Developing a positive HSE culture.ppt
 
Practical aspects of health &safety by Jayadeva de Silva
Practical aspects of health &safety by Jayadeva de SilvaPractical aspects of health &safety by Jayadeva de Silva
Practical aspects of health &safety by Jayadeva de Silva
 
Post recession leadership in health and safety - Sally Croft (DAC Beachcroft)...
Post recession leadership in health and safety - Sally Croft (DAC Beachcroft)...Post recession leadership in health and safety - Sally Croft (DAC Beachcroft)...
Post recession leadership in health and safety - Sally Croft (DAC Beachcroft)...
 

More from Australian Institute of Health & Safety

SafeWork’s SA priorities and the Merritt review/ Working with the new Adviso...
SafeWork’s SA priorities and the Merritt review/ Working with the new  Adviso...SafeWork’s SA priorities and the Merritt review/ Working with the new  Adviso...
SafeWork’s SA priorities and the Merritt review/ Working with the new Adviso...Australian Institute of Health & Safety
 
Keynote, SafeWork’s SA priorities and the Merritt review/ Working with the ne...
Keynote, SafeWork’s SA priorities and the Merritt review/ Working with the ne...Keynote, SafeWork’s SA priorities and the Merritt review/ Working with the ne...
Keynote, SafeWork’s SA priorities and the Merritt review/ Working with the ne...Australian Institute of Health & Safety
 
Developing practical evidence-based solutions to prevent harm in the workplace
Developing practical evidence-based solutions to prevent harm in the workplace Developing practical evidence-based solutions to prevent harm in the workplace
Developing practical evidence-based solutions to prevent harm in the workplace Australian Institute of Health & Safety
 
From Complexity to Clarity: Am Electricians guide on how to innovate and simp...
From Complexity to Clarity: Am Electricians guide on how to innovate and simp...From Complexity to Clarity: Am Electricians guide on how to innovate and simp...
From Complexity to Clarity: Am Electricians guide on how to innovate and simp...Australian Institute of Health & Safety
 

More from Australian Institute of Health & Safety (20)

Construction
Construction Construction
Construction
 
Safety in Design
Safety in DesignSafety in Design
Safety in Design
 
Psychosocial risk
Psychosocial riskPsychosocial risk
Psychosocial risk
 
Research highlights on Health & Wellbeing at work
Research highlights on Health & Wellbeing at workResearch highlights on Health & Wellbeing at work
Research highlights on Health & Wellbeing at work
 
WHS legal update
WHS legal updateWHS legal update
WHS legal update
 
WHS Emergency Service lessons from flood events
WHS Emergency Service lessons from flood eventsWHS Emergency Service lessons from flood events
WHS Emergency Service lessons from flood events
 
Understanding the significance of exposure science in WHS issues
Understanding the significance of exposure science in WHS issuesUnderstanding the significance of exposure science in WHS issues
Understanding the significance of exposure science in WHS issues
 
SafeWork’s SA priorities and the Merritt review/ Working with the new Adviso...
SafeWork’s SA priorities and the Merritt review/ Working with the new  Adviso...SafeWork’s SA priorities and the Merritt review/ Working with the new  Adviso...
SafeWork’s SA priorities and the Merritt review/ Working with the new Adviso...
 
WHS lessons from Major Transport & Infrastructure projects
WHS lessons from Major Transport & Infrastructure projectsWHS lessons from Major Transport & Infrastructure projects
WHS lessons from Major Transport & Infrastructure projects
 
Keynote, SafeWork’s SA priorities and the Merritt review/ Working with the ne...
Keynote, SafeWork’s SA priorities and the Merritt review/ Working with the ne...Keynote, SafeWork’s SA priorities and the Merritt review/ Working with the ne...
Keynote, SafeWork’s SA priorities and the Merritt review/ Working with the ne...
 
Developing practical evidence-based solutions to prevent harm in the workplace
Developing practical evidence-based solutions to prevent harm in the workplace Developing practical evidence-based solutions to prevent harm in the workplace
Developing practical evidence-based solutions to prevent harm in the workplace
 
From Complexity to Clarity: Am Electricians guide on how to innovate and simp...
From Complexity to Clarity: Am Electricians guide on how to innovate and simp...From Complexity to Clarity: Am Electricians guide on how to innovate and simp...
From Complexity to Clarity: Am Electricians guide on how to innovate and simp...
 
Coaching & Mentoring: What is the difference?
Coaching & Mentoring: What is the difference?Coaching & Mentoring: What is the difference?
Coaching & Mentoring: What is the difference?
 
Young brains in an ageing head
Young brains in an ageing headYoung brains in an ageing head
Young brains in an ageing head
 
Innovation within learning and development
Innovation within learning and development Innovation within learning and development
Innovation within learning and development
 
Combing agile Work Methods and New Views of Safety
Combing agile Work Methods and New Views of Safety Combing agile Work Methods and New Views of Safety
Combing agile Work Methods and New Views of Safety
 
Applied technology in Occupational Hygiene
Applied technology in Occupational HygieneApplied technology in Occupational Hygiene
Applied technology in Occupational Hygiene
 
Ignite student summary WHS research presentation
Ignite student summary WHS research presentationIgnite student summary WHS research presentation
Ignite student summary WHS research presentation
 
Managing safety of workers with disability
Managing safety of workers with disabilityManaging safety of workers with disability
Managing safety of workers with disability
 
Keynote: WHS legal responsibilities and ‘New View’ safety metrics
Keynote: WHS legal responsibilities and ‘New View’ safety metrics Keynote: WHS legal responsibilities and ‘New View’ safety metrics
Keynote: WHS legal responsibilities and ‘New View’ safety metrics
 

Recently uploaded

DB9_BTR_Webinar_Slidedeck_20230320 (1).pptx
DB9_BTR_Webinar_Slidedeck_20230320 (1).pptxDB9_BTR_Webinar_Slidedeck_20230320 (1).pptx
DB9_BTR_Webinar_Slidedeck_20230320 (1).pptxNAP Global Network
 
OECD Webinar - ESG to deliver well-being in resource-rich regions: the role o...
OECD Webinar - ESG to deliver well-being in resource-rich regions: the role o...OECD Webinar - ESG to deliver well-being in resource-rich regions: the role o...
OECD Webinar - ESG to deliver well-being in resource-rich regions: the role o...OECDregions
 
PPT Item # 2 -- Announcements Powerpoint
PPT Item # 2 -- Announcements PowerpointPPT Item # 2 -- Announcements Powerpoint
PPT Item # 2 -- Announcements Powerpointahcitycouncil
 
2024: The FAR, Federal Acquisition Regulations - Part 16
2024: The FAR, Federal Acquisition Regulations - Part 162024: The FAR, Federal Acquisition Regulations - Part 16
2024: The FAR, Federal Acquisition Regulations - Part 16JSchaus & Associates
 
Water can create peace or spark conflict.
Water can create peace or spark conflict.Water can create peace or spark conflict.
Water can create peace or spark conflict.Christina Parmionova
 
Water and peace go hand-in hand. World Water Day 2024
Water and peace go hand-in hand. World Water Day 2024Water and peace go hand-in hand. World Water Day 2024
Water and peace go hand-in hand. World Water Day 2024Christina Parmionova
 
Managing Planning and Development of Citie- 26-2-24.docx
Managing Planning and  Development of  Citie-  26-2-24.docxManaging Planning and  Development of  Citie-  26-2-24.docx
Managing Planning and Development of Citie- 26-2-24.docxJIT KUMAR GUPTA
 
The Federal Perspective on Coverage of Medications to Treat Obesity: Consider...
The Federal Perspective on Coverage of Medications to Treat Obesity: Consider...The Federal Perspective on Coverage of Medications to Treat Obesity: Consider...
The Federal Perspective on Coverage of Medications to Treat Obesity: Consider...Congressional Budget Office
 
Children who live with Grandparents are really lucky
Children who live with Grandparents are really luckyChildren who live with Grandparents are really lucky
Children who live with Grandparents are really luckySERUDS INDIA
 
Living life to the full: How can we make our longer lives healthier, happier ...
Living life to the full: How can we make our longer lives healthier, happier ...Living life to the full: How can we make our longer lives healthier, happier ...
Living life to the full: How can we make our longer lives healthier, happier ...ResolutionFoundation
 
Water for Prosperity and peace - United Nations World Water Development Repo...
Water for Prosperity and peace -  United Nations World Water Development Repo...Water for Prosperity and peace -  United Nations World Water Development Repo...
Water for Prosperity and peace - United Nations World Water Development Repo...Christina Parmionova
 
Item # 1a - March 18, 2024 Special CCM Minutes
Item # 1a - March 18, 2024 Special CCM MinutesItem # 1a - March 18, 2024 Special CCM Minutes
Item # 1a - March 18, 2024 Special CCM Minutesahcitycouncil
 
SPONSORED CONTENT - MyGovWatch - RFP Cliches Debunked: What Government Buyers...
SPONSORED CONTENT - MyGovWatch - RFP Cliches Debunked: What Government Buyers...SPONSORED CONTENT - MyGovWatch - RFP Cliches Debunked: What Government Buyers...
SPONSORED CONTENT - MyGovWatch - RFP Cliches Debunked: What Government Buyers...JSchaus & Associates
 
Sensitivity Training for 2023 BSKE.pptx
Sensitivity Training for  2023 BSKE.pptxSensitivity Training for  2023 BSKE.pptx
Sensitivity Training for 2023 BSKE.pptxAllidaacLuap
 
Hub Design Inspiration Graphics for inspiration
Hub Design Inspiration Graphics for inspirationHub Design Inspiration Graphics for inspiration
Hub Design Inspiration Graphics for inspirationStephen Abram
 
CBO’s Work on Health Care and a Call for New Research
CBO’s Work on Health Care and a Call for New ResearchCBO’s Work on Health Care and a Call for New Research
CBO’s Work on Health Care and a Call for New ResearchCongressional Budget Office
 
Item # 4 - Appointment of new PW Director
Item # 4 - Appointment of new PW DirectorItem # 4 - Appointment of new PW Director
Item # 4 - Appointment of new PW Directorahcitycouncil
 
Item # 5&6 - 218 Canyon Drive replat prop.
Item # 5&6 - 218 Canyon Drive replat prop.Item # 5&6 - 218 Canyon Drive replat prop.
Item # 5&6 - 218 Canyon Drive replat prop.ahcitycouncil
 
PPT Item # 5-6 218 Canyon Drive replat prop.
PPT Item # 5-6 218 Canyon Drive replat prop.PPT Item # 5-6 218 Canyon Drive replat prop.
PPT Item # 5-6 218 Canyon Drive replat prop.ahcitycouncil
 
What Teenagers Have to Say about the Grandparents
What Teenagers Have to Say about the GrandparentsWhat Teenagers Have to Say about the Grandparents
What Teenagers Have to Say about the GrandparentsSERUDS INDIA
 

Recently uploaded (20)

DB9_BTR_Webinar_Slidedeck_20230320 (1).pptx
DB9_BTR_Webinar_Slidedeck_20230320 (1).pptxDB9_BTR_Webinar_Slidedeck_20230320 (1).pptx
DB9_BTR_Webinar_Slidedeck_20230320 (1).pptx
 
OECD Webinar - ESG to deliver well-being in resource-rich regions: the role o...
OECD Webinar - ESG to deliver well-being in resource-rich regions: the role o...OECD Webinar - ESG to deliver well-being in resource-rich regions: the role o...
OECD Webinar - ESG to deliver well-being in resource-rich regions: the role o...
 
PPT Item # 2 -- Announcements Powerpoint
PPT Item # 2 -- Announcements PowerpointPPT Item # 2 -- Announcements Powerpoint
PPT Item # 2 -- Announcements Powerpoint
 
2024: The FAR, Federal Acquisition Regulations - Part 16
2024: The FAR, Federal Acquisition Regulations - Part 162024: The FAR, Federal Acquisition Regulations - Part 16
2024: The FAR, Federal Acquisition Regulations - Part 16
 
Water can create peace or spark conflict.
Water can create peace or spark conflict.Water can create peace or spark conflict.
Water can create peace or spark conflict.
 
Water and peace go hand-in hand. World Water Day 2024
Water and peace go hand-in hand. World Water Day 2024Water and peace go hand-in hand. World Water Day 2024
Water and peace go hand-in hand. World Water Day 2024
 
Managing Planning and Development of Citie- 26-2-24.docx
Managing Planning and  Development of  Citie-  26-2-24.docxManaging Planning and  Development of  Citie-  26-2-24.docx
Managing Planning and Development of Citie- 26-2-24.docx
 
The Federal Perspective on Coverage of Medications to Treat Obesity: Consider...
The Federal Perspective on Coverage of Medications to Treat Obesity: Consider...The Federal Perspective on Coverage of Medications to Treat Obesity: Consider...
The Federal Perspective on Coverage of Medications to Treat Obesity: Consider...
 
Children who live with Grandparents are really lucky
Children who live with Grandparents are really luckyChildren who live with Grandparents are really lucky
Children who live with Grandparents are really lucky
 
Living life to the full: How can we make our longer lives healthier, happier ...
Living life to the full: How can we make our longer lives healthier, happier ...Living life to the full: How can we make our longer lives healthier, happier ...
Living life to the full: How can we make our longer lives healthier, happier ...
 
Water for Prosperity and peace - United Nations World Water Development Repo...
Water for Prosperity and peace -  United Nations World Water Development Repo...Water for Prosperity and peace -  United Nations World Water Development Repo...
Water for Prosperity and peace - United Nations World Water Development Repo...
 
Item # 1a - March 18, 2024 Special CCM Minutes
Item # 1a - March 18, 2024 Special CCM MinutesItem # 1a - March 18, 2024 Special CCM Minutes
Item # 1a - March 18, 2024 Special CCM Minutes
 
SPONSORED CONTENT - MyGovWatch - RFP Cliches Debunked: What Government Buyers...
SPONSORED CONTENT - MyGovWatch - RFP Cliches Debunked: What Government Buyers...SPONSORED CONTENT - MyGovWatch - RFP Cliches Debunked: What Government Buyers...
SPONSORED CONTENT - MyGovWatch - RFP Cliches Debunked: What Government Buyers...
 
Sensitivity Training for 2023 BSKE.pptx
Sensitivity Training for  2023 BSKE.pptxSensitivity Training for  2023 BSKE.pptx
Sensitivity Training for 2023 BSKE.pptx
 
Hub Design Inspiration Graphics for inspiration
Hub Design Inspiration Graphics for inspirationHub Design Inspiration Graphics for inspiration
Hub Design Inspiration Graphics for inspiration
 
CBO’s Work on Health Care and a Call for New Research
CBO’s Work on Health Care and a Call for New ResearchCBO’s Work on Health Care and a Call for New Research
CBO’s Work on Health Care and a Call for New Research
 
Item # 4 - Appointment of new PW Director
Item # 4 - Appointment of new PW DirectorItem # 4 - Appointment of new PW Director
Item # 4 - Appointment of new PW Director
 
Item # 5&6 - 218 Canyon Drive replat prop.
Item # 5&6 - 218 Canyon Drive replat prop.Item # 5&6 - 218 Canyon Drive replat prop.
Item # 5&6 - 218 Canyon Drive replat prop.
 
PPT Item # 5-6 218 Canyon Drive replat prop.
PPT Item # 5-6 218 Canyon Drive replat prop.PPT Item # 5-6 218 Canyon Drive replat prop.
PPT Item # 5-6 218 Canyon Drive replat prop.
 
What Teenagers Have to Say about the Grandparents
What Teenagers Have to Say about the GrandparentsWhat Teenagers Have to Say about the Grandparents
What Teenagers Have to Say about the Grandparents
 

Workshop 1: Safety Leadership in action: The role of safety leadership in creating a positive safety culture.

  • 1. Copyright © Sentis Pty Ltd 2023. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and registered trademarks. No material from this document is to be reproduced or used in any format without express written permission. SAFETY LEADERSHIP IN ACTION THE ROLE OF SAFETY LEADERSHIP IN CREATING A POSITIVE SAFETY CULTURE
  • 3. 1 2 3 The new definition of safety and the role of safety leadership in creating a positive safety culture OVERVIEW The Brain and Leadership: The brain science of leadership Psychology of Influence 4 Safety Leadership in Action: Key influencing tools in creating a positive safety culture
  • 4. Name and role in the business ACTIVITY: INTRODUCTIONS What does safety mean to you? Why does safety matter to you?
  • 5. EXPANDING SAFETY: CARING FOR THE COMPLETE INDIVIDUAL Physical Psychological Social Physical safety - being protected from physical harm or danger Psychological safety - the extent to which individuals feel confident to express their thoughts and opinions, without fear of negative consequences. Social safety - the sense of security people have in their relationships and interactions with others.
  • 7. DO WE SEE SAFETY AS A ‘COST’ OR A ‘CURRENCY’?
  • 8. Safety is not about protecting you FROM something, but FOR something.
  • 10. SAFETY CULTURE MATURITY QUIZ Take our new interactive quiz to discover the greatest areas of improvement to help your people.
  • 12. 86% of organisational sites operate from a negative safety culture
  • 13. “Safety is important if it doesn’t cost money.” “You come to work and no one gives a s*** about safety.” “Some of them just don’t care about safety procedures.” “A piece of paper won’t stop someone dying— it’s developed as an a***- covering exercise.” “I think people are so used to living in filth at work that they don’t care anymore.” “We have fired people who have been injured and then avoided recording it.” “We are constantly complaining to managers about the air quality, that after 4pm we can’t breathe.”
  • 14. THE BIGGEST OPPORTUNITIES Top five opportunity areas identified across sites operating at Counterproductive and Public Compliance levels of safety culture maturity. Safety Culture Dimension Opportunity Frequency (% of Sites) Quality of safety procedures* 56% Management safety commitment* 51% Internal context* 48% Willingness to report incidents and errors 40% Employee safety performance* 37% *Denotes dimensions that have a strong correlation with safety culture maturity (Pearson Correlation ≥0.70)
  • 15. LESSONS FROM SITES DOING WELL Top five strength areas identified across sites operating at Private Compliance and Collaborative levels of safety culture maturity. Safety Culture Dimension Strength Frequency (% of Sites) Safety mission and vision* 60% Management safety commitment* 60% Within-team safety communication 50% Safety responsibility* 50% Team support for safety 40% *Denotes dimensions that have a strong correlation with safety culture maturity (Pearson Correlation ≥0.70)
  • 16. CREATE A STRONG VISION OF THE CULTURE YOU WANT TO ACHIEVE COST What not to do Absence of harm Lag indicator focus Correct and control Blame Error / mistake focused Hunt the mistake Blame the worker Top down Hide issues Black and white rules External Locus of Control (ELOC)
  • 17. CREATE A STRONG VISION OF THE CULTURE YOU WANT TO ACHIEVE CURRENCY What to do Presence of safety Focus on capacity and capability Empower and collaborate Learning from success Hunt the good stuff Look at the system Walk a mile in your shoes Freedom in a framework Internal Locus of Control (ILOC)
  • 18. FACTORS THAT DRIVE SAFETY MATURITY UP AND DOWN Physical Psychological Social
  • 20. THE LEADERSHIP LINK      Impact of Poor Safety Leadership on Employees Safety Behaviours Negative safety culture Low discretionary effort Positive safety culture High discretionary effort
  • 21. THE LEADERSHIP LINK Impact of Strong Safety Leadership on Employees Safety Behaviours      Negative safety culture Low discretionary effort Positive safety culture High discretionary effort
  • 24. LEADER LINK: APPLYING PB5 & THE SAFETY CULTURE MODEL REVIEW YOUR SCM FOR YOUR AREA How well are you and your team investing in all components of safety culture? ENVIRONMENT, PRACTICES, PERSON & LEADERSHIP What needs to change or be invested in to achieve a total safety culture? ENGAGE TEAMS WITH THEIR PB5 Get to know what is important for your team members’ PB5. Keep their PB5 front-of-mind regularly. Remind them to consider their PB5 when making safety decisions each day.
  • 26. WHY DO WE FOCUS ON THE BRAIN?
  • 27. AS WE GO TO A BREAK….AN INTRO TO OUR BRAIN
  • 28. BRAIN FACT: Our brain was designed for survival in simple environments
  • 29. BRAIN FACT: Our brain likes to find ways to conserve energy
  • 30. Behavioural and procedural controls are here to stay. Therefore, there is a need to make sure their inherent frailty is understood… This includes an increased understanding of social, psychological, organisational culture and culture change as well as an appreciation of human error/reliance. International Council on Mining & Metals - 2019
  • 31. THREE FUNCTIONS OF THE BRAIN FILTER IN G IN FOR MATION PAYING C ON SC IOU S ATTEN TION R U N N IN G OU R SU BC ON SC IOU S PR OC ESSES
  • 32. ACTIVITY: PAY ATTENTION Licensed for use through Viscog Productions, Inc. (www.Viscog.com)
  • 34. KEEP IT SIMPLE If we only have 7 Units then make sure you give directions and information in simple bite-size chunks so that it is easier for your people to process it. LEADER LINK: USING OUR 7 UNITS MOST EFFECTIVELY MANAGE ‘GORILLAS’ Be mindful of what may be distracting or is creating blindspots for your team. Find ways to remove the distractions or direct your teams’ attention where it is needed: ‘What’s Important Now?’. Also, consider this: are you potentially being a ‘gorilla’ for your team?!
  • 35. DANGEROUS First and foremost, we are hard wired for survival and prioritise our attention to those things that could harm us. DIPI IMPORTANT We tend to focus on those things that have become important to us throughout our life. PLEASURABLE Our attention will be drawn to things that we enjoy, make us feel good or make us happy. INTERESTING We have a knack for picking out the unusual, strange or inconsistent information in our environment.
  • 36. WHAT AFFECTS OUR BRAIN’S ABILITY TO SEE RISK? MEDICATION RUSHING
  • 37. Questions automatically activate the ‘search engine’ of our brain. The question you ask will determine what ‘folder’ it looks in to find you an answer.
  • 39. PROMOTE YOUR RISK ASSESSMENT Help your team to see the ongoing benefits of risk assessment – remind them that things can change. Personal and formal risk assessment processes help us to focus our attention and counteract some of our brain limitations. CELEBRATE THE WINS If you are asking your team to identify risks and report hazards, then find ways to promote this as a positive – the risk was found before it progressed to something worse. GORILLA HUNTING We have several brain limitations that can impact our ability to see risk. Counteract these limitations by using risk assessment tools effectively, sharing knowledge around risks with team members and hunting for ‘gorillas’. ASK ‘IS IT WORTH THE RISK?’ Check your ‘frames’ before commencing a task. Is the risk, or the risk of not managing a potential hazard, worth it to you and your PB5? SEEING AND MANAGING RISK
  • 43. HOW DO YOUR PEOPLE EXPERIENCE SAFETY AT WORK PAGE 45
  • 46. BRAIN TOOL: The portion of responsibility I choose to take in any given situation: WHAT’S MY 50%?
  • 48. CONSCIOUS LEADERSHIP: TWO THINGS TO CONSIDER THE FRAME I HAVE AROUND MYSELF AS A LEADER THE FRAME I HAVE AROUND MY TEAM
  • 50. S T A G S P R O G R E S S MAINTENANCE ACTION PREPARATION CONTEMPLATION PRE-CONTEMPLATION STAGES OF CHANGE PSYCHOLOGY OF CHANGE Any behaviour change depends on having: 1. The reason or motivation to change 2. The knowledge of how to change Organisations are more than just a sum of their individual employees. For effective change, processes must take individual and organisational factors into account. W H E R E D O Y O U R S A F E T Y I N I T I AT I V E S T A R G E T ?
  • 51. PSYCHOLOGY OF CHANGE P R O G R E S S MAINTENANCE ACTION PREPARATION CONTEMPLATION PRE-CONTEMPLATION STAGES OF CHANGE Where most safety initiatives target ...and here ... here Better to focus here…
  • 53. THE SAFETY LEADERSHIP SKILLS REQUIRED TO DRIVE A POSITIVE TEAM SAFETY CULTURE PAGE 22
  • 54. THE FOUR STRATEGIES OF A SAFETY LEADER Leading as the ‘Guide’ Leading as the ‘Coach’ Leading to ‘Empower’ Leading as an ‘Advocate’
  • 55. PULLING THE RIGHT LEVERS AT THE RIGHT TIME The four strategies of a safety leader: • The Leader as the ‘Guide’ • The Leader as the ‘Coach’ • The Leader as the ‘Empowerer’ • The Leader as the ‘Advocate’
  • 56. DIRECT, INSPIRE & MOTIVATE (THE ‘GUIDE’) MONITOR, COACH & INFLUENCE (THE ‘COACH’) CHALLENGE, COLLABORATE & DELEGATE (THE ‘EMPOWERER’) TRUST & WILL TIME & SKILL THE ‘ADVOCATE’
  • 57. THE FOUR STRATEGIES OF A SAFETY LEADER The Leader as the ‘Guide’ The Leader as the ‘Coach’ The Leader as the ‘Empowerer’ The Leader as the ‘Advocate’
  • 58. THE LEADER AS THE ‘GUIDE’ ✓ Outlines a clear safety vision and how to achieve it ✓ Role models expected behaviour ✓ Supports team with skills development and resources to do the job ✓ Recognises good safety outcomes and corrects gaps observed ✓ Actively listens and seeks to understand ✓ Promotes self-initiated reflection for safety investment ✓ Addresses challenges and find solutions in the moment Effective Skills:
  • 59. How: Find the time Join the dots Give people ‘just enough rope’ Hold people to account THE LEADER AS THE ‘GUIDE’
  • 62. ✓ Challenges people to think differently about safety ✓ Encourages workers to discuss and resolve safety issues ✓ Suggests sources of inspiration to solve the safety challenge ✓ Provides ongoing feedback about safety decisions onsite ✓ Uses a combination of tangible and intangible rewards (e.g. verbal praise) to acknowledge safety success THE LEADER AS THE ‘COACH’ Effective Skills:
  • 63. How: Become a master of questions Apply appreciative inquiry skills Know what inspires your people Hold your ground and help people to resolve their own challenges THE LEADER AS THE ‘COACH’
  • 64. ENCOURAGE PARTICIPATION “What are some other ways we could tackle this task?” ENGAGE THINKING “What is the biggest risk we need to manage in this task?” ENCOURAGE OWNERSHIP “What are we going to do to make sure this is resolved?” CHECK FOR UNDERSTANDING “Are you clear on how this may impact your tasks today?
  • 65. ✓ Tailors the safety vision to target specific growth areas within the team ✓ Strategically shares information about safety onsite to increase individuals’ sense of personal responsibility ✓ Provides opportunities for the crew to take more personal responsibility for their safety ✓ Encourages workers to recognise and reward each other for high safety performance THE LEADER AS THE ‘EMPOWERER’ Effective Skills:
  • 66. How: Become a master of effective recognition Learn to foster collaboration Give over the keys to the car THE LEADER AS THE ‘EMPOWERER’
  • 67. TOKENS: UNITS OF RECOGNITION
  • 68. EFFECTIVE TOKENS H O W C A N W E E N S U R E A C K N O W L E D G E M E N T I S E F F E C T I V E F O R I N D I V I D U A L S ?
  • 69. Due to your choice we … As a result of your … Because … Type of people, we / you are
  • 70. ACKNOWLEDGEMENT IN ACTION IN ACTION “Here in the southeast I wanted to acknowledge that overnight we had no emergency rescues. That is a great tribute to the people of this region. I am very proud of them. They did what we asked… …They followed all the warnings, they co-operated with our emergency staff and I am very, very proud of our staff who were out there on the frontline last night… …It was an incredible effort overnight and I am very grateful to all of the people who heeded our warnings and helped our emergency staff keep us all safe”
  • 71. “This team has been given this achievement award because of the excellent effort we put forth the entire year. I believe that reflects the type of people we are.”
  • 72. THE LEADER AS THE ‘ADVOCATE’ ✓ Actively cares for the health and wellbeing of their people ✓ Actively listens to teams needs ✓ Role models organisational expectations ✓ Supports organisational goals by promoting them to team ✓ Recognises and promotes team effectiveness to senior leadership ✓ Addresses challenges up and down the line to find best solutions for team and organisation Effective Skills:
  • 73. THE LEADER AS THE ‘ADVOCATE’ How: Ramp up your emotional intelligence Ramp up your diplomacy skills Know the safety vision well and find your ‘pitch’ Become a ‘poster child’ for psychological safety
  • 74. “THIS IS THE WAY WE’VE ALWAYS DONE IT…” Appreciative Inquiry is about asking questions that trigger critical thinking = Root Cause “Doing things the way we have before keeps us comfortable and feeling in control. But what might the benefits be in rethinking how we do things?” “Have we had to make a change in the past? How did we achieve it? It may not have been easy at first, but have we shown ourselves it can be done?” “When was the last time we stopped to challenge ourselves about the way we do things? Could we be missing an opportunity here for a change for the better? “What would need to happen in order to make this change work and be worth doing?” INFLUENCING UNHELPFUL FRAMES…
  • 76. WHAT HAVE WE COVERED… DIPI TOKENS 7 UNITS SOLUTION FOCUSED LANGUAGE QUESTIONS SOCIAL BRAIN
  • 78. The Safety Leadership Masterclass Starts September 25, 2023 Duration 8 weeks, online Watch course videos, engage in live Q&As with safety culture experts and extend your learning with optional challenges Collaborate with 24/7 access to a global community of likeminded peers Apply your learning to become an influential change agent and create a clear roadmap for culture change success. Learn more and secure your place today safetyleadershipmasterclass.com Request more information
  • 79. sentis.com.au 1300 653 042 ANTHONY GIBBS CEO +61 427 521 757 Anthony.Gibbs@sentis.com.au Copyright © Sentis Pty Ltd 2023. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and registered trademarks. No material from this document is to be reproduced or used in any format without express written permission. https://www.linkedin.com/in/anthony-gibbs/ Q&A OVER TO YOU