Leadership in safety for the workers in oil and gs

leadership priorities

1. Foundations for Safety Leadership
Justin Griffith
Sr. Site Safety Manager – Dimeo Construction
Linda M. Goldenhar, PhD
(Retired) Director, Research and Evaluation
CPWR
NSC Labor Division Meeting
October 25, 2023

2. Agenda
➢Leadership self-assessment
➢Foundations for Safety Leadership (FSL)
•Brief background
•Introductory material
•Leadership skills
10 min BREAK
•Real world construction scenarios
➢Leadership action plan

3. Leadership Skills - Self-assessment

4. Background
•Why did we create the FSL?
•How was it created?
•When was it finalized?
•Has it been used by the industry?

5. 1. Demonstrate management commitment
2. Align and integrate safety as a value
3. Ensure accountability at all levels
4. Improve supervisory leadership
5. Empower and involve employees
6. Improve communication
7. Train at all levels
8. Encourage owner/client involvement
Eight leading indicators of safety climate

6. •Curriculum Development Team
•Released January 1, 2017
❖Elective in the OSHA 30-hour course
❖Free-standing course
•Well over ~500K people
Putting it together and sharing it

8. 8
Any Supervisors in the room (past or present)?
Has your team always met your expectations (as
it relates to completing a task)?
If not, why?

9. 9
Goal
Introduce you to critical leadership skills you can
use to improve safety climate, safety outcomes,
and performance on the job site.

10. 10
Learning Objectives
By the end of this module students will be able to:
1.Explain why safety leadership is important
2.Describe skills of safety leaders
3.Discuss how to apply safety leadership skills on
the job site

11. 11
What types of things do
ineffective leaders do?

12. 12
•Communicates poorly
•“Doesn’t walk the talk”
•Poor role model
•Overly critical
•Poor attitude / negative outlook
•Doesn’t hold self and others accountable
•“Know it all”
•Doesn’t plan well

13. 13
What types of things do
effective leaders do?

14. 14
•Lead by example
•Engage and motivate crew
•Good listener
•Provide recognition and praise
•Provide necessary tools and materials
•Immediately address hazards
•Accountable
•Takes initiative

15. 15
Who are Safety Leaders?
•Foremen
•Experienced workers
•Trainees/apprentices
•Superintendents
•Owners
•Anyone….Everyone

16. 16
Safety
Leaders
Safety
Programs &
Policies
Safety
Climate
Safety
Incidents

17. 17
Safety Leaders Strengthen
Jobsite Safety Climate
How well a company’s policies, procedures, and
practices are used on the job site.

18. 18
Direct Costs
• Medical treatment
• Lost wages
• Sick pay
• Damage to product or equipment
• Higher insurance premiums

19. 19
Indirect Costs
• Disability
• Shorter life expectancy
• Family and co-worker suffering
• Lost productivity
• Hiring costs
• Diminished company reputation
• Death

20. 20
Benefits of effective safety leadership
•Increased morale
•Increased teamwork
•Positive safety climate
•Reduced hazards
•Safer work practices
•Fewer injuries and fatalities
•Better business reputation
•More productive and better
quality
•Others?

21. 21
Safety leader is defined as…
A person who has the courage to demonstrate that
s/he values safety by working and communicating
with team members to identify and limit hazardous
situations even in the presence of other job
pressures such as scheduling and costs.

22. 22
Leadership skills
Leads by example
Engages and empowers team members
Actively listens
Practices three-way communication
DEvelops team members through teaching, coaching, &
feedback
Recognizes team members for a job well done

23. 23
How to
Lead by Example
•Have a positive attitude about safety
•Establish safety as a core value
•Set high expectations for safety
•Share safety vision with the team
•“Walk the talk”
•Reinforce the idea that everyone owns safety
•Lead up!

24. 24
How to
Engage and Empower Team Members
•Explain why safety is critical to getting the job done
•Engage team members in safety decision-making
•Conduct daily morning safety huddles and joint worker-
management walk-arounds throughout the workday
•Empower team members to
–Report safety concerns, injuries and near misses
–Report or fix hazards or unsafe situations

25. 25
How to
Actively listen
•Treat team members with respect when they are
speaking
•Pay attention to non-verbal cues such as body
language and eye contact
•Listen to hear and understand what is being said
vs. to come up with a response
•Ask clarifying questions

26. 26
How to
Practice 3-way Communication
•Make sure you have listener’s attention
•Be direct and concise
•Ask team member to repeat message
•Clarify any misunderstandings

27. 27
“I need paper airplanes NOW!”

28. 28

29. 29
“I need paper airplanes NOW!”
Fold the paper in
half, lengthwise
Unfold and fold
corners into
center line
Fold the top
edges to the
center
Fold the plane
in half
Fold the wings down to
meet the bottom edge of
the planes body.

30. 30
How To
Develop Team
Members
through
Teaching,
Coaching, and
Feedback
Observe
worker action
Address
the issue
Problem
solve
Practice
action
Teach & coach

31. 31
How To
Develop Team
Members
through
Teaching,
Coaching, and
Feedback
Use the FIST Principle:
Describe the FACTS
Explain the IMPACT
Provide SUGGESTIONS
Be TIMELY

32. 32
How to
Recognize Team Members for
a Job Well Done
•Give recognition separately from other types of
feedback
•Regularly give praise in private
•Be specific about why you are praising the person
•Give praise publically if the person is comfortable
with it

33. 33

34. 34
10-minute break

36. 36
Scenario Activities
•Analyze whether characters used the
safety leadership skills
•Discuss what could they have been
done better

37. 37
Scenario Structure
•Situation
•Outcome A
•Outcome B
•First letter of character’s name based on job
position:
•Stan is a Superintendent
•Frank is a Foreman
•Emilio is an Experienced worker
•Tia is a Trainee/apprentice

38. 38
Job site
•Six-story mixed use
building (1st floor
commercial)
•North Carolina
•12-14 month project
•Began in January,
scenarios start in July
General Contractor
•American Master Builders
(AMB) Inc.
•50% AMB employees
•50% specialty subs
•30-50 workers on site at any
one time
•Union and non-union

39. 39
3 42
5 6
1
7

40. 40
1
Who Role
StanVolt Electric Superintendent
FrankVolt Electric Lead Foreman
TiaVolt Electric Trainee/apprentice

41. 41
Situation

42. 42
Outcome A

43. 43
Cover Up!
Discussion Questions: Outcome A
1.What went wrong that caused the miscommunication
between Frank and Tia?
2.Which leadership skill(s) could Frank have used to avoid
the miscommunication and treat Tia with respect?

44. 44
Outcome B

45. 45
Cover Up!
Discussion Questions: Outcome B
1.Which of the leadership skill(s) did Frank display in this
ending?
2.How do you think Tia will respond to Frank in the future
when he asks her to do something?

46. 46
Who Role
FritzMighty Mechanical Foreman
ElliotMighty Mechanical Experienced
Worker
7

47. 47
Situation

48. 48
Fritz’s Shortcut
Discussion Questions: Situation
1.How often have you felt pressured to get a job done
at the cost of safety? What did you do?
2.Keeping in mind the leadership skills, what do you
think Fritz should do next?

49. 49
Outcome A

50. 50
Fritz’s Shortcut
Discussion Questions: Outcome A
1.What do you think about how Fritz handled this
situation? What are some possible safety
outcomes?
2.What do you think Elliot should do?

51. 51
Outcome B

52. 52
Fritz’s Shortcut
Discussion Questions: Outcome B
1.How did Fritz do this time?
2.Describe how the two endings differ in terms of
demonstrating the leadership skills.

53. 53
Takeaways
•It takes COURAGE to be a leader
•It takes COURAGE to speak up
•These skills can easily be inserted into the daily workflow and
productivity will not be affected.
•Leaders…
•Lead by example
•Engage and empower team member
•Actively listen
•Practice 3-way communication
•Develop team members by teaching, coaching, and giving
constructive feedback
•Recognize team members
•Leaders improve SAFETY CLIMATE AND SAFETY OUTCOMES

54. Leadership skills - Action Plan