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LeadershipStrategiesforBuildingandSustainingaCultureofSafetyMarkW.LipeEducationandTrainingSpecialistU.S.DepartmentofLaborMineSafety&HealthAdministrationEducationalFieldServices(EFS)OverviewDiscusswhymanysafetyinitiativesoftenfailtomeetexpectationsCreatingandsustainingapositivesafetyculture:OutliningastrategyExploremanagementandsupervisoryresponsibilitiesSafetyInitiativesHowsafetyinitiativesoftenlook:Toplevelrhetoricabouttheimportanceofsafetyinsitevaluehierarchy(i.e.versusproduction)Targetedtrainingor“cannedcourses”presentedasarewardorincentiveSystemimplementation–◦Withoutattentiontoemployeeengagement!◦NotintegraltojobperformancecriteriaSafetyInitiativesAnemployee-incentiveprogramthatprovidesknick-knacksfornotgettinghurtisbasedonthepremisethattheworkeristheproblemandthatheorshecanbemotivatedbyawardingaprize.Intheend,theseprogramstypicallyyieldshort-termresultsdespitetheirhighcost.SafetyInitiativesProblem:Behaviorchangenotsustainedovertime◦Participantsofprogramchangetheirbehaviortemporarily◦Systemimplementationoftenmarksashorttermimprovementonsafetymetricsfollowedbyareturntopreviouslevels,or◦SystemutilizationineffectiveThefutilityofsafetyenforcementWhathappenswhenyouhaveasafetyenforcementenvironmentratherthanasafetyculture?Practicallyall“canned”safetyprogramsputtheSafetyManager,Andsupervisorsintheroleofsafetypolice!7So,whatamItodo?Examininghoworganizationsrespondtochange,initiativesandnewprogramsrequiresunderstandingthedynamiccurveofchange….TheDynamicCurveofChangeChangeInitiatedInitialResistanceInitialAcceptanceAcceptanceAndIntegrationPhaseDeclinePhaseTimeLineAllorganizationalprograms,safetyinitiatives,etc.,HaveadefinedlifespanTheDynamicCurveofChangeChangeInitiatedInitialResistanceInitialAcceptanceAcceptanceAndIntegrationPhaseDeclinePhaseRe-inventing/Re-InvestingTeamAcross-functionalteamthatdevelopsnewideasandorapproachestoexistingproblemsandoridentifyingelementswhichmaybebothknownandunknowntotheorganizationChangeinitiativemustoccurPriortothedeclinephase!Why?Becauseinthedeclinephase,theStandardresponseisto“cut”Spendingandprograms.TimeLineTheRealityofChangeinOrganizations5%10%80%5%ExplorersPioneersHomesteadersResistors&SaboteursPercentageofEmployeeEngagementTheChampionsforchangeDevelopchangeandimprovementmomentumbybuildingaroundthechampionswhoaremostlikelytomaketheeffortsucceed.Theywillhelptobringtheothersonboard.Theyarealsotheonesyouandeveryoneelsecanlearnthemostfrom.ResistanceStrategiesDon'tautomaticallylabelresistancetochangeasnegativeandsomethingtobeovercomeorbeatenback.ResistanceStrategiesTherealenemyoforganizationalchange,isapathy."Justtellmewhatyouwantdone,boss,soIcangetoutofthisplaceandonwithmyreallife"istheattitudethatkillschange.ResistanceStrategiesResistorsoftenhavestrongpassionandhighenergy.Theyresistbecausetheycare.Understandtherootsoftheirresistanceandre-channelit.Gettheminsidethecircleofwagons,shootingout.OvercomingInternalResistanceSohowdowemanagethatresistance?WIIFMCreatearallysymbolDWPInclusionnotexclusionOpendoormanagementPeopledon’tcarehowmuchyouknowuntiltheyknowhowmuchyoucare!OvercomingInternalResistanceLeadership….Hasbeendefinedinmanyways.Buttherealdefinitioniscreatingavisionotherscanseeandrealize.Effectiveleadershipisaboutinfluence!Andgettingotherstofollowyouwillingly.OvercomingInternalResistanceGive...