OPS NEWSLETTER -Fab 20018
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Managing<br />
‘Manager Maintains’ and accepts culture<br />
Irregular Behaviour<br />
•Hear you talk about safety as a priority and the importance as a KPI •Adhoc<br />
time in the field and not always following the Field Leadership tools<br />
•Preaching to people and telling them what to do •Try to look good on<br />
safety and not always concerned about your personal behaviours<br />
Inform & Dismiss<br />
•Instruct people of the ‘what’ and ‘how’ on safety •People experience you<br />
giving instructions on safety •Make assumptions and look for fault<br />
Set Goals<br />
•Tell people what they have to achieve and set rules for people to follow<br />
•React to poor performance and actions assigned to stop further<br />
deterioration •Accept accidents sometimes are bound to happen.<br />
Demand Compliance<br />
•Drive people to follow the process, systems or procedures and reinforce<br />
the risks that could kill people •Tell people what they are doing wrong<br />
Consequence Assessment<br />
•React to injuries and challenge classifications •Accept current risks and<br />
drive to be well controlled •Rely on some luck to help improve outcomes.<br />
Ignorance<br />
•Comfortable when results look reasonable •Try to stop events and injuries<br />
by focusing on what people are failing to do •Encourage people to have<br />
safety conversations.<br />
Punish & Blame<br />
•Often see that individuals are at fault for events •People work safely<br />
because of potential consequences •Track lag indicators in short<br />
timeframes<br />
Telling<br />
•Put pressure on direct reports to deliver safety at all times •Promote the<br />
importance of working safely •Instruct the desired behaviours and<br />
competencies.<br />
Leading<br />
‘Leader Develops’ and changes culture<br />
Role Modelling<br />
•People know your personal commitment (‘why’ safety is the most<br />
important thing to you) •Schedule and prioritise value adding<br />
quality Field Leadership •Asking questions in constructive style<br />
and listen to people, including seeking feedback on how they can<br />
help improve or remove roadblocks •Concern with helping others<br />
and showing consistent personal behaviours that reinforces safety<br />
every day.<br />
Inspiring & Engaging<br />
•Ensure people understand the ‘why’ on safety •People feel and see<br />
your passion for safety •Seek to understand and create safety as a<br />
positive experience<br />
Setting Expectations<br />
•Articulate what you want to see and help them set the right<br />
standards •Constructive challenges are set for everyone to improve<br />
safety •Do not want anyone to get hurt.<br />
Test Understanding<br />
•Spend time validating if people know the safe system of work and<br />
key risks that could kill them •Generate discussions and establish<br />
what people are thinking<br />
Performance Evaluation<br />
•Assess level of energy toward safety and prompt people •Sensitive<br />
to risk and push people to eliminate risk •Improved performance is<br />
based upon constant review of safety management •Monitors lead<br />
indicators and themes and takes action to intervene before an event.<br />
Assurance<br />
•Routines in place to keep the mind suspicious •Collect, challenge<br />
and disseminate information on significant risks •Constantly<br />
questions our risk exposures and how well they are being managed.<br />
Reward & Recognise<br />
•Promote the achievements and contributions of individuals •Create<br />
a positive climate and celebrate successes •Monitor the trend of<br />
lead indicators over time<br />
Coaching<br />
•Improve safety leadership capabilities of direct reports •Instil a<br />
true sense of caring for one another •Teach the desired thinking and<br />
skills.<br />
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