Aggregates Manager Digital Magazine
Issue link: http://read.dmtmag.com/i/932759
AGGREGATES MANAGER / February 2018 11 in the area of positive recognition. Effec- tive leaders, however, develop their skill to influence the behavior of others as they interact each day. There are three basic types of performers in any team: high, middle, and low. We call them drivers, doers, and draggers. The effec- tive leader understands the characteris- tics of each and how to customize his or her influence for optimum effect. Approximately 30 percent of a team are drivers, self-starters who require very little oversight or supervision. They are extremely dependable and loyal and can be relied upon to deliver consistent, high-quality work. They are highly competent, making them role models of excellence. If they possess the desire and potential to teach others, they can become mentors and trainers. They volunteer above and beyond the expectations of their role and frequently serve on continuous improvement safety teams. They are role models of team values and standards and encourage others to emulate them. They build high trust with others. Drivers are leaders in solving problems and resolving team conflicts and aggressively initiate pos- itive innovations to make things better. That's why they're called "drivers." They are efficient and productive, yet humble. When someone praises them for the great work they do, their typical response is "I was just doing my job." Positive reinforcement and opportuni- ties for development are what interest drivers most. Spend time with them to learn what they do well and pass it on to others. Doers possess many of the charac- teristics of drivers, but lack the desire or capability to teach. They are positive contributors to the team who consis- tently do what is expected of them. They are reliable team members who prefer to do their work and be left alone. They usually do their work well, hence the name "doer." They prefer to leave confronting disrespectful behaviors in others up to the leader or the drivers. Doers comprise about 60 percent of most team rosters and are the team- mates you rely on day in and day out to produce good work. They are the core of the team and extremely valuable. Since doers usually perform well, they simply need encouragement for the good work they do and light coaching to improve. Draggers are the actively disengaged team members who make life miserable for everyone around them. They are a drag on the team. Others view them as negative contributors. They may be rude, selfish, prone to gossip, and frequently complaining. Sometimes, they can masquerade as highly competent in their work but, due to their disrespectful behavior, no one on the team wants to work with them. In a culture of accountability and safety excellence, the definition of a great team member must include demonstrating strength in both the technical skills of the role and the interpersonal skills of team interaction. Interact with them effectively, and you'll earn the respect of the drivers and the doers. The only development options for draggers are immediate performance improvement or removal from the team. The leader must deal with this poor performance swiftly and fairly. Remember, business is a game of follow the leader. As the leader goes, so goes the team. The top leader must model effective leadership and use these techniques with the executive team, who must use them with middle managers, who must use them with supervisors, who must use them with their staff. If there is a break anywhere in the organization chart, the culture of accountability and the pursuit of zero incidents will begin to decay. Safety excellence requires consistency with accountability. Use the five elements of accountability interwoven in the three moments of truth to create a strong culture of accountability. In subsequent articles, we'll explore the other three domains in more detail to reveal further insights into exactly what it takes to be an emergent safety leader. AM FINISHING www.kpijci.com Untitled-7 1 1/18/18 9:44 AM C. David Crouch is director of research and development for Caterpillar Safety Services.