Transformational Safety and Health Leadership

1. Mid-Atlantic Safety and Health Conference Transformational Safety and Health Leadership John L. Henshaw, MPH, CIH Senior Vice President – Managing Principal IH and Safety, ChemRisk, LLC Former Assistant Secretary of Labor for the Occupational Safety and Health Administration (OSHA) 2001-2004 April 28, 2011

2. World Day for Safety and Health at Work - April 28 OSH Management system: A tool for continual improvement This year’s theme for the day is “Occupational Safety and Health (OSH) Management System: A tool for continual improvement”. ILO data, an estimated 337 million workplace accidents and 2.3 million deaths occur per year, or some 6,300 deaths every day. ILO - OSH management systems can make a difference.

3. OSHA established on April 28, 1971 • OSHA, state partners, employers, safety and health professionals, unions and advocates • Workplace Fatalities – • 14,000 in 1970 • 4,340 in (2009 • Employment >130M - >7.2M worksites • Rate serious injuries and illnesses • 11 per 100 workers in 1972 • 3.6 per 100 workers in 2009 • Still 12 workplace fatalities each day • Still 3.3M serious injuries/illnesses each year 65%

4. Number of Safety and Health Professionals, 1938-2009

5. Practicing Certified Industrial Hygienist World-Wide and Outside U.S. (via mailing address)

6. Four Phases of Safety and Health Improvement Transactional Engagement Transformational

7. The behavior (actions/no action) of every individual in an organization influences culture and outcomes Fatalities Loss Time Recordable First Aid Behaviors Chief Executive Office Senior Executive Manager Supervisor Co-worker Employee Equipment/ Systems Conditions

8. Transformational Leadership The fundamental difference between transactional leadership (TAL) and transformational leadership (TFL) is: • TAL focuses primarily on the work • TFL focuses on BOTH the work and the worker

9. Peter Drucker “His concepts turned companies away from treating employees as cogs, persuading management to think of workers as assets and partners– which is how the best companies behave today.” USA Today, 11/06

10. Managers… Leaders… Managers vs. Leaders • Go by the numbers • Emphasize training • Speak first, then listen • Strive for compliance • Lean on mandates • Live by measurements • Focus on activities • Emphasize education • Listen first, then speak • Offer opportunities • Emphasize expectations • Don’t measure everything Source: Scott Geller (2005), “People-Based Safety”

11. Engagement Mfg/Service Practices Tasks Behaviors Organization Functional Cultural Zero Injuries Goals Vision / Values Management Leadership Job-focused Employee-focused Adapted from Tosti and Jackson, Vanguard Consulting

12. “Individuals perform best when they are respected, valued and trusted by someone who genuinely cares for their well-being.” Heroic Leadership, Chris Lowney

13. Transactional Leadership… • …is not bad leadership, in fact transformational leadership includes the “focus on work” aspect but in addition it focuses also on the worker. • As with so many leadership characteristics the concept of BALANCE comes into play. • Transactional leadership will not maximize/optimize the contributions of the work force.

14. Transactional vs. Transformational “Transactional leadership is not concerned with stimulating change in individuals. Instead, it views leadership as a transaction between leader and follower.” “Transformational leadership is the idea that leaders can help transform organizations, as well as individuals – from one level to another – to produce significant positive change.” Kenneth Jones, Ph.D.

15. Transactional Leaders • A quid pro quo relationship between the worker and leader • Task oriented • e.g. regulatory compliance • Preserves existing culture, conditions and practices • i.e. preserves the status quo • Likely to focus more on the WORK than the WORKER

16. Transformational Leaders • Results in the worker’s values aligning with their leader’s values • Empowers the worker to engage in the work process • e.g. go beyond their self interest • The leader is personally engaged with the worker • i.e. the leader CARES about the worker • Focuses on both the WORK and the WORKER

17. Transformational leadership can impact: • Safety • Health • Quality • Productivity • Customer satisfaction • Other

18. On becoming more transformational Three overarching attributes: • Listening – a skill • Caring – an attitude >> behavior • Enthusiasm & Passion - observable

19. WHY LISTEN? “Seek first to understand, then to be understood.” (Covey) • To build relationships • To “make the sale” • To resolve conflicts • To negotiate successfully • To show you care • To build trust/establish credibility

20. Transformational Leaders Care • “People don’t care how much you know, until they know how much you care.” • Empathy is critical to the caring process. • “Walk a mile in their moccasins.” • “I feel your pain.” • “You see how they see it, you feel how they feel it.” Covey

21. Leadership “The hard stuff is easy; it’s the soft stuff that’s hard.” Fred Smith, CEO Federal Express

22. P. 28: The five personality traits P. 43: The four style characteristics P. 48: The seven leadership best practices

23. Characteristics of aTransformational Leader • Challenging • Engaging • Inspiring • Influencing Employee Engagement =

24. Transformational Leadership in Action

25. Best Practices Transformational Safety and Health Leader • Vision • Credibility • Action Orientation • Collaboration • Communication • Recognition and Feedback • Accountability Source: Krause, T.R. (2005) “Leading With Safety”

26. Vision Acts in a way that communicates high personal standards in safety Helps employees question and rethink their assumptions about safety Communicates the organizational vision through word and action

27. Vision (continued) Demonstrates willingness to consider and accept new ideas Helps employees consider the impact of their actions on the safety of others, and on the organization’s safety culture Challenges and inspires employees around the safety vision and values Describes a compelling picture of what the future could be

28. Collaboration • Promotes cooperation and collaboration in safety • Asks for and encourages input from employees on issues that will effect them • Helps employees resolve safety-related problems for themselves • Encourages employees to implement their decisions and solutions for improving safety

29. Collaboration (continued) • Seeks out and listens to diverse points of view • Expresses confidence in the ability of employees • Supports the decisions that employee make on their own • Gains commitment of employees before implementing changes

30. “The closest thing to magic in organizational change is getting employees excited about what is going on. And the most effective way to do this is to involve them, to give them actual responsibilities in making the mechanisms and processes work.” T.R. Krause

31. * Feedback and Recognition • Publicly recognizes contributions of employees • Readily recognizes employees for safety work well done • Praises safety efforts more often than criticizes them • Gives positive feedback and recognition for good performance • Finds ways to celebrate accomplishments in safety

32. Safety and Health Leadership - Best Practices Transformational /Transactional • Vision • Credibility • Action Orientation • Collaboration • Communication • Recognition and Feedback • Accountability Source: Krause, T.R. (2005) “Leading With Safety”

33. Leadership is… • Situational • Contextual • Behavioral Therefore one can improve one’s ability and impact as a leader.

34. High Performance Work SystemEngagement Model Transactional Transformational