crucial skills exec brief

25
Crucial Skills Crucial Skills for Safety for Safety

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The RAD Group Dir. of Operations describes how to accelerate Safety Performance by creating a culture of accountability.

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Page 1: Crucial Skills Exec Brief

Crucial Skills Crucial Skills for Safetyfor Safety

Page 2: Crucial Skills Exec Brief

Can We Reach 0 TRIR?Can We Reach 0 TRIR?

We will strive to reach perfection, and along the way

we will attain excellence

Page 3: Crucial Skills Exec Brief

How is this different?How is this different?

Why Choose Crucial Confrontations for Safety?

• Skills vs. Theory

• Not “just another safety program”

• The operating system that makes all other programs work as intended

• Real world safety scenarios to drive new skills

Page 4: Crucial Skills Exec Brief

Impact of HSE on OrganizationImpact of HSE on Organization

Accountability is EverythingCan HSE Training Positively Impact:

• Productivity• Quality• Morale• Cost Effectiveness• Performance Reviews• Career Path Advancement

Page 5: Crucial Skills Exec Brief

5 Accidents Waiting To Happen:• I do what it takes. These are rush jobs that seem to justify short cuts.• I can do it. These are demands that push a person beyond their skill level.• Just this once. These are special cases that seem to allow exceptions to safe practices.• This is overboard. These are extra precautions that are seen as excessive.• I’m a team player. These are threats that people

accept as a part of their job.

Why BBS?Why BBS?

VitalSmarts Safety Study

Page 6: Crucial Skills Exec Brief

• 93% work with somebody that creates one of

these “accidents waiting to happen”

• 46% are aware of an injury or death that resulted

from one of these five “accidents waiting to

happen”

• 74% feel unable to speak up about the “accidents

waiting to happen”

Why BBS?Why BBS?

Safety Study (cont’d)

Page 7: Crucial Skills Exec Brief

Accountability SkillsAccountability Skills

Page 8: Crucial Skills Exec Brief

Accountability SkillsAccountability Skills

What is a Crucial Confrontation?

A face-to-face accountability discussion.

How do people tend to handle these conversations?

• Most people either:– Avoid the discussion (silence), or – Handle it too aggressively (violence).

• “The Best” enter into dialogue with the person they are confronting and use very specific skills to influence them.

Page 9: Crucial Skills Exec Brief

What “The Best” Do

• Know When to Speak Up

Page 10: Crucial Skills Exec Brief

What “The Best” DoWhat “The Best” Do

• Know When to Speak Up

• Pick the Right Problem (CPR)

• Content

• Pattern

• Relationship

Page 11: Crucial Skills Exec Brief

What “The Best” DoWhat “The Best” Do

• Know When to Speak Up

• Pick the Right Problem

• Take Charge of Emotions

Page 12: Crucial Skills Exec Brief

What “The Best” DoWhat “The Best” Do

• Know When to Speak Up

• Pick the Right Problem

• Take Charge of Emotions

• Avoid the Fundamental Attribution Error

Page 13: Crucial Skills Exec Brief

What “The Best” DoWhat “The Best” Do

Six Sources of Influence

Page 14: Crucial Skills Exec Brief

What “The Best” DoWhat “The Best” Do

• Know When to Speak Up

• Pick the Right Problem

• Take Charge of Emotions

• Avoid the Fundamental Attribution Error

• Master the “Hazardous Half Minute”

• Describe the “Gap”

Page 15: Crucial Skills Exec Brief

What “The Best” DoWhat “The Best” Do

• Know When to Speak Up

• Pick the Right Problem

• Take Charge of Emotions

• Avoid the Fundamental Attribution Error

• Master the “Hazardous Half Minute”

• Motivate without Using Power

• Explore the “Consequence Bundle”

Page 16: Crucial Skills Exec Brief

What “The Best” DoWhat “The Best” Do

• Know When to Speak Up

• Pick the Right Problem

• Take Charge of Emotions

• Avoid the Fundamental Attribution Error

• Master the “Hazardous Half Minute”

• Motivate without Using Power

• Enable without Taking Over

Page 17: Crucial Skills Exec Brief

What “The Best” DoWhat “The Best” Do

• Know When to Speak Up

• Pick the Right Problem

• Take Charge of Emotions

• Avoid the Fundamental Attribution Error

• Master the “Hazardous Half Minute”

• Motivate without Using Power

• Enable without Taking Over

• Stay on Track

Page 18: Crucial Skills Exec Brief

Source 1 – Personal MotivationSource 1 – Personal Motivation

Accountability Skills:• Holding others accountable must be a moral

imperative• People need to take pride in their ability to hold

others accountable

Page 19: Crucial Skills Exec Brief

Source 2 – Personal AbilitySource 2 – Personal Ability

Accountability Skills:• People need the skills required to diagnose and

understand the root cause of unsafe acts• People need the skills required to explain and

involve, rather than threaten and punish

Page 20: Crucial Skills Exec Brief

Source 3 – Social MotivationSource 3 – Social Motivation

Accountability Skills:• Social norms must encourage people when they try

to hold others accountable• Organizational culture needs to expect and demand

accountability

Page 21: Crucial Skills Exec Brief

Source 4 – Social AbilitySource 4 – Social Ability

Accountability Skills:• People must be able to count on their managers and

peers when they try to hold someone accountable

Page 22: Crucial Skills Exec Brief

Source 5 – Structural MotivationSource 5 – Structural Motivation

Accountability Skills:• Formal review system needs to encourage

accountability

Page 23: Crucial Skills Exec Brief

Source 6 – Structural AbilitySource 6 – Structural Ability

Accountability Skills:• Must be established times, places, forums, and tools

that make it easy to hold others accountable

Page 24: Crucial Skills Exec Brief

Pride International – Program Results Pride International – Program Results

Overall Course Evaluation of 9.1 out of 10.

40% Reduction in Employee Turnover.

TRIR Improvement3.51 for the 12-months prior to training1.57 for the 12-months following training

3 LTA’s prior to training; 0 LTA’s post training

Page 25: Crucial Skills Exec Brief

Questions?Questions?

www.theradgroup.comwww.theradgroup.com

[email protected]@theradgroup.com