the challenge of safety leadership - steve skarke, kaneka texas corporation

Steve SkarkeSteve SkarkeExecutive Vice PresidentExecutive Vice PresidentKaneka North AmericaKaneka North AmericaKaneka North AmericaKaneka North America

Kaneka North America  LLCPasadena, Texas

Modifier PlantLocated in Bayport Industrial District

Modifier Plant

Apical Plant

200 Acres100 Acres Developed345 Employees70 F ll ti C t t

p70+ Full-time Contactors

Nutrients PlantCPVC/MS Polymers Plant

Steve Skarke

• BSChE, Texas A&M University

Steve Skarke

• MSIE, University of Houston• 28 years in chemical manufacturing• Union Carbide (8yrs)• Union Carbide (8yrs)• Kaneka (20 yrs)• Site Manager since 2002.

• Leadership Challenge Certified Master Facilitator (In training)

Management or Leadership?Management or Leadership?

• “Things” • “People”• Processes• Systems

St t

• Relationships• Behaviors• Development• Strategy

• Procedures• Policies

• Development

• Policies• Training

“Compliance vs Commitment”“Compliance vs. Commitment”

What Kind of Leader Should You Be?What Kind of Leader Should You Be?

Leadership Fundamentals

• Leadership is everyone’s business.

Leadership Fundamentals

• Leadership is a relationship.• Leadership development is self development.• The best leaders are the best learners• The best leaders are the best learners.• Leadership development is not an event – it’s an ongoing

process.• It takes practice, deliberate practice, to become a better

leader.• Leadership is an aspiration and a choice.Leadership is an aspiration and a choice.

1st Law of Leadership

•• If you don’t believe in the messengerIf you don’t believe in the messenger

1 Law of Leadership

If you don t believe in the messenger, If you don t believe in the messenger, you won’t believe the messageyou won’t believe the message

2nd Law of Leadership

• Do What You Say You Will Doy

Practice #1 –Model the Way

Commitments:• Commitments:– FIND YOUR VOICE by clarifying

your personal valuesyour personal values

– SET THE EXAMPLE by aligning y g gactions with shared values

Define Your ValuesAccuracyAccountabilityAccomplishment,

Achievement, Success

AdventureAll f & f ll

DecisivenessDelight of being, joyDemocracyDeterminationDisciplineDiscoveryDi it

HonestyHonorInner peace,

calm, quietude

InnovationI t it

PleasurePositive attitudePowerPracticalityPreservationPrivacyP

Self-relianceSeriousnessService

(to others, society)SimplicitySinceritySkillAll for one & one for all

AspirationBeautyCalm, quietude, peaceChallengeChangeCleanliness, orderlinessCollaboration

DiversityEducation, learningEqualityEfficiencyExcellenceFairnessFaithFamily

IntegrityJustice, KnowledgeLeadershipLoyaltyLove, RomanceMaximum

utilization

ProgressProsperity, WealthPunctualityPurityQuality of workRationalityRegularityReliability

SkillSpeedSpirit in life (using-)StabilityStandardizationStatusStrengthStyleCollaboration

CommitmentCommunicationCommunityCompetenceCompetitionConcern for othersContent over form

FamilyFamily feelingFlairFreedomFriendshipFunGenerosityGlobal view

utilization(of time, resources)

MeaningMeritMobilityMoneyNationalism

ReliabilityResourcefulnessRespect for the

individualResults-oriented

ResponsibilityResponsivenessRisk (willing to take-

StyleSystemizationTeamworkTimelinessToleranceTraditionTranquilityTruthContent over form

Continuous improvementCoordination, Integration,Country, PatriotismCreativityCustomer satisfaction

Global viewGoodnessGratitudeHonorHard workHarmony, Oneness,

Unity

NationalismOpennessNon-violencePatriotismPeacePerfection (e.g. of

details of work)

Risk (willing to take-)Rootedness

Rule of LawSafetySatisfying othersSecuritySelf-givingness,

Selflessness

TruthTrustUnityVarietyWell-being, HealthWisdom

work)PersistencePersonal GrowthPioneer Spirit

Selflessness

Admired LeaderAdmired Leader16% Ambitious 89% Honest35% Broad-minded22% Caring68% C t t

17% Imaginative4% Independent

69% I i i68% Competent25% Cooperative25% Courageous

69% Inspiring48% Intelligent18% Loyal25% Courageous

34% Dependable25% Determined

18% Loyal15% Mature10% Self-controlled25% Determined

39% Fair-minded71% Forward-looking

10% Self controlled36% Straightforward35% Supportiveg pp

Source CredibilitySource Credibility“A person is considered believable when they possess the following three characteristics:

• Trustworthiness → Honest• Trustworthiness• Expertise• And Dynamism”

→ Honest→ Competent→ Inspiringy p g

Credibility is the foundation of leadershipCredibility is the foundation of leadershipCredibility is the foundation of leadership.Credibility is the foundation of leadership.

High Management CredibilityHigh Management CredibilityThe Results of High Management Credibility:g g y• Be proud to say they’re part of organization.• Feel strong sense of team spirit.• See personal values as consistent with organization.• Feel attached and committed to the organization.• Have sense of ownership of organizationHave sense of ownership of organization.

Low Management CredibilityLow Management CredibilityThe Results of Low Management Credibility:g y• Produce only if watched carefully.• Be motivated primarily by money.• Say good things about organization, but criticize it

privately.• Consider looking for another job in tough times.g j g• Feel unsupported and unappreciated.

KANEKA CORE VALUESMarch 2008

0% 10% 20% 30% 40% 50% 60% 70% 80%

Safety

Continuous Improvement

Honesty

Teamwork

Family

Customer Satisfaction

CommunicationCommunication

Trust

Integrity

A t bilitAccountability

Quality

Respect

Our Core ValuesOur Core Values

KANEKA CORE VALUES

SAFETY:

Safety is our first priority at work, at home, and in our community.

CONTINUOUS IMPROVEMENT:

We empower our employees by embracing change and innovation to improve our processes andWe empower our employees by embracing change and innovation to improve our processes and

develop new products.

HONESTY:

We conduct ourselves with honesty and integrity to build trust within the Kaneka family.

TEAMWORK:

We achieve our common goals by working together to develop relationships, improve communication, g y g g p p , p ,

build commitment and accountability, and help each other grow.

Kaneka Texas Corporation / Kaneka Nutrients L.P.

1st Edition 03/14/08

Practice #2Practice #2 –Inspire A Shared Vision

• Commitments:– ENVISION THE FUTURE by imagining exciting and

ennobling possibilities

ENLIST OTHERS i i i b li t– ENLIST OTHERS in a common vision by appealing to shared aspirations

What is a Vision?

A vision is an IDEAL and UNIQUE IMAGE of the FUTURE for the COMMON GOOD.

.

Inspire a Shared VisionInspire a Shared Vision

Safety yMission

StatementStatement

Practice #3Practice #3 –Challenge the Process

• Commitments:• Commitments:– SEARCH FOR OPPORTUNITIES by seeking

innovative ways to change, grow and improve.y g g p

– EXPERIMENT AND TAKE RISKS by constantly ti ll i d l i f i t kgenerating small wins and learning from mistakes

Practice #3 – Challenge the Process

• Less focus on lagging indicators

Practice #3 Challenge the Process

gg g– Lost time & recordable injuries

• More focus on leading indicatorsg– Training compliance– System Audits– % Overdue RV or Safety System PM’s– No. of approved system deviations

L f t i t i id t– Loss of containment incidents

Site Safety Statistics – Severity Triangle

High

800+

S it

800+

400 7992

1

2

0

Severity 400-7992 2

P S f P l S fLow

0-39918 7

Process SafetyIncidents

Personnel SafetyIncidents

Practice #3 – Challenge the Process

• In the context of shared vision and values, look for new ideas outside

Practice #3 Challenge the Process

the boundaries of the organization.

• Take incremental steps in applying new and innovative solutions.p pp y g

• Create a climate in which people are willing to take risks and learn from mistakesfrom mistakes.

Practice “OUTSIGHT”Practice “OUTSIGHT”

Practice #4 –E bl Oth t A tEnable Others to Act

•Commitments•Commitments:– FOSTER COLLABORATION by promoting

cooperative goals and building trustcooperative goals and building trust

– STRENGTHEN OTHERS by sharing power andSTRENGTHEN OTHERS by sharing power and discretion

Enable Others to Act• Every employee….

Enable Others to ActEvery employee….– is a safety professional,– has a strong safety disciplinehas a strong safety discipline,– will not tolerate deviations, and

has the authority and– has the authority and responsibility to stop work

Enable Others to Act

• Use Employee Involvement Teams:

Enable Others to Act

• Use Employee Involvement Teams:

• KESC (Kaneka Employee Safety Committee)• KANEKA KARES (Employee Volunteers)• KERA (Kaneka Employee Recreation Association)

• KERT (Kaneka Employee Recognition Team)KERT (Kaneka Employee Recognition Team)

Mihaly Csikszentmihalyi

Flow: The Psychology of Optimal ExperienceMihaly Csikszentmihalyi

Enable Others to Act• Work on teambuilding activities.

Enable Others to ActWork on teambuilding activities.

• Give up Position power to build Personal power.

• Build Commitment rather than Compliance.Build Commitment rather than Compliance.

• Provide resources & support for your team. Remove obstacles.

• Ensure that challenge is appropriate for the level of skillsu e t at c a e ge s app op ate o t e e e o s

• Move away from being in control to giving over control to others.

Use Assessments to Learn AboutUse Assessments to Learn About Yourself and Your Teammates

•Leadership Practices Inventory (LPI)•Leadership Practices Inventory (LPI)•Myers Briggs (E-I, S-I, T-F, J-P)y gg ( , , , J )•DISC (Dominance, Influence, Conscientiousness, Steadiness)

P ti #5Practice #5 –Encourage the Heart

• Commitments:– RECOGNIZE CONTRIBUTIONS by showing y g

appreciation for individual excellence

– CELEBRATE THE VALUES AND VICTORIES by creating a spirit of community.

Practice #5 – Encourage the Heart

• Recognize efforts not just results.

Practice #5 Encourage the Heart

Recognize efforts not just results.• Tie recognition to values and shared goals.• Include both individuals and teamsInclude both individuals and teams.• Don’t be afraid to recognize someone for failing if

the efforts were extraordinarythe efforts were extraordinary.• Find time for fun and fellowship.

Practice #5 – Encourage the HeartPractice #5 Encourage the Heart

Practice #5 – Encourage the HeartPractice #5 Encourage the Heart

Practice #5 – Encourage the HeartPractice #5 Encourage the Heart

The Seven Essentials of Recognition:The Seven Essentials of Recognition:

1. Set Clear Standards.2. Expect the Best.3. Pay Attention.4. Personalize Recognition.5. Tell the Story.6 Celebrate Together6. Celebrate Together.7. Set the Example.

Question??Question??

If you asked your employees who was theIf you asked your employees who was the most influential leader in their lives.

What would be their answer?

Closing Thoughts

• You are the most important leader in your

Closing Thoughts

You are the most important leader in your organization.

• Leadership is learned.p• Leaders make a difference.• First lead yourselfFirst lead yourself.• Moral leadership calls us to higher purposes.

INSPIRE

What will YOU put in YOUR Leadership Bucket?

Steve Skarke(281) 979-4563steve@mersedgroup.com