Aggregates Manager Digital Magazine
Issue link: http://read.dmtmag.com/i/945822
SPECIAL REPORT 28 AGGREGATES MANAGER / March 2018 Editor's Note: This is the third article in a series on safety leadership. S afety incidents are the result of organizational culture, and culture is heavily infl uenced by leadership be- havior. So, to create a strong safety culture, we must address leadership behavior. In 2012, Caterpillar Safety Services launched a comprehen- sive research effort to determine the most important charac- teristics of effective safety leadership. The team discerned four basic skills a leader must demonstrate with a high degree of competence that lead to safety excellence. The fi ndings were statistically validated through rigorous data analysis. To produce a safer workplace, leaders must drive account- ability, create connectivity, demonstrate credible conscious- ness, and build trust. This article will address connectivity and credible consciousness. Domain #2: Create Connectivity Author John Maxwell states that "everyone communicates, but few actually connect." Connectivity involves integrating safety into the business operation. When a leader creates connectiv- ity, everyone on the team understands that an effective busi- ness operation requires safety. 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 information needed to work safely and productively at all times. Connectivity is important at all levels of the organization. Top management is visibly committed, middle management is actively involved, frontline leaders are performance focused, and employees are engaged and participate in the safety process. Involve employees There's no question that people are much more apt to support what they help to create. Rather than dictating how safety should be managed, effective safety leaders involve their direct reports in setting goals, identifying problems, develop- ing solutions, and in efforts to continuously improve the safety culture. The goal is full engagement by everyone in the safety process. Share information It may seem obvious, but accurate, up-to-date, and relevant information is critical for safety. Too often, leaders allow the ConExpo-Con/Agg exhibitors met producer optimism with a broad array of new equipment, as well as a glimpse into the future. by C. David Crouch Effective leaders must be able to create connectivity and demonstrate credible consciousness with their employees. The Second and Third Domains of Safety Leadership