Aggregates Manager Digital Magazine
Issue link: http://read.dmtmag.com/i/917007
AGGREGATES MANAGER / January 2018 35 SPECIAL REPORT "What does it take for a leader to create an environment whereby all individuals voluntarily and accurately work safely, no matter who is watching?" We validated fi ve core elements: 1. Clearly defi ne expectations. Emergent safety leaders en- sure that every person who reports to them knows exactly what is expected of them to keep themselves and others safe. This element provides the strongest statistical link to the leading indicators of all 14 elements. 2. Train to ensure competence. The emergent safety leader ensures that every direct report knows how to do their work safely and accurately. 3. Measure the accuracy of execution. The emergent safety leader follows up with every direct report to ensure accurate execution of all defi ned expectations. 4. Deliver appropriate feedback. The emergent leader frequently recognizes safe work and coaches to improve unsafe work relative to defi ned expectations. 5. Provide necessary resources. The emergent safety leader provides all direct reports with the resources of time, sup- plies, equipment, labor, and budget in order to work safely. Domain 2: Create connectivity. Connectivity involves integrat- ing safety into the business operation. When a leader creates connectivity, everyone on the team understands that an effective business operation is a safe operation. There is no separation between safety, operations, budgeting, quality, and customer service — they are all integrated into an effective business and must all be accomplished to a high degree of quality. Employees are involved in identifying and solving safety problems and in the creation and maintenance of a strong safety culture. Every team member is kept informed of all pertinent information, enabling them to work safely and productively at all times. There are three elements of connectivity: 1. Involve employees. The emergent leader directs, creates, and facilitates employee involvement in the safety process. 2. Share information. The emergent leader openly shares relevant safety information with direct reports. 3. Integrate safety. The emergent leader explains the rele- vance of safety to effective business operations, integrates safety into the business conversation, and explains the "why" behind the "what." Domain 3: Demonstrate credible safety consciousness. Credible safety consciousness is believable, reliable, and convincing awareness and understanding of what it takes to be safe. When leaders demonstrate credible safety conscious- ness, it is apparent to others that they understand the safety processes within the team, have the necessary information to make informed safety decisions, effectively appraise risks where they exist, internalize safety concepts and apply them personally, and continually learn and grow in their ability to lead a culture of safety excellence. There are two elements of credible consciousness: 1. Knowledge. The emergent safety leader knows what needs to be done to keep everyone safe. 2. Reasoning. The decisions and choices made by the emer- gent safety leader make it a safer place to work. Domain 4: Build trust. Trust is reliance on the integrity, strength, ability, and surety of a person or thing. It is con- fi dent expectation of something and involves authenticity, integrity, genuineness, transparency, and sincerity. There are four elements of trust: 1. Care for the safety of others. Effective leaders demonstrate concern for the safety of others. 2. Value safety. Effective leaders demonstrate that safety is a core principle that guides their decisions and behaviors. 3. Demonstrate openness. Effective leaders are accessible and available to discuss safety concerns and foster an environment of transparency and free-fl owing communication. 4. Interact effectively. Effective leaders communicate in a way that enables others to rely upon them to respond and behave in a manner that builds confi dence and surety in relationships. This new safety leadership model provides a statistically validated approach to assessing and improving emergent safety leadership. When a leader drives accountability, creates connectivity, demonstrates credible consciousness, and builds trust, safety excellence is the result. In subsequent articles, we'll explore each of the four domains in more detail to reveal further insights into exactly what it takes to be an emergent safety leader. AM C. David Crouch is director of research and development for Caterpillar Safety Services.