Why What How So…
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Affective Safety Leadership ∼ behavioral change findings
from the Nordic Offshore IndustryPaper 5155, presented at ISSC 2013
Ulrik [email protected]
August 2013
10-04-2023 E&P Kickoff 1ASL
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RecognitionAgenda and company details will follow.
Appreciation of strong Team Effort, including
From DONG Exploration & Production• Eigil, Magnus, Bente, Lise, Ellen Sofie• 60+ CoReps and the supporting colleagues
From Danish CfL, Centre for Leadership• Yvonne, Dorthe, Lars and Belinda
Housekeeping 1/2
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Present Opportunity
Actively seeking partner and/or pilot case(s)
for 2013-14 program execution in the US, preferably within
energy or defense.Please discuss here or via [email protected]
for further investigative.
Housekeeping 2/2
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From the North Sea…
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… and Denmark
CommunityASM & Realtime Post 911 xp
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Less than XX minutes:
WhyWhatHowSo…Let’s get started…
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Why?
Why
Why What How So…
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We had ours, others had
theirs…
Why
Framing the problem by high level Oil Executives…
Why What How So…
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Deviating to Disaster
Why
AFP/Getty Images
Good Planning…
Why What How So…
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Macondo. Chief Counsel´s Report, Chapter 5:
Overarching failure of management
• Was: Robust risk analysis and planning• But: Bad decisions during execution• Future: Ask questions until
they are certain they get it right
Why
Why What How So…
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If it can happen to
them – it can happen to us…
Why
Why What How So…
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Why
Must Win BattleDONG E&P program is a requirement for all CoRepsto go…
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Why
Let’s see, 3 min. from the DONG CoRep Program:(forgive the loud sound; cropped from 10 minute intro with real-world complications)
Video removed in Slideshare version due to size
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What?
What
Why What How So…
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Reaching for Lvl 5: ASLLevel 5: Affective … adds purpose and
considers inter-human reactions.Level 4: Culture … made the team follow the
rules even with an absent manager.Level 3: Management … told you to follow
the rules or else…Level 2: Rules … required you to stay on this side
and wear the hard-hat.
Level 1: Protection … fenced of the pit and gave you a hard-hat.
What
Why What How So…
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Readying
mind & spine for continuous
development & robust
leadership
What
Why What How So…
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In short: The leadership equivalent of a
firedrill
What
Why What How So…
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Program PrinciplesCommitmentReal exercisesIndividual ILOsSmall classes Mantra: Not the unsafe bolt
but the unsafe people
What
Why What How So…
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Program ArchitectureAll in Buddy-pairs!
Preparation
Personal Profile
ILO - Individual Learning Objectives
CoRep Classes 3+4+4 days
Me & DONG Me & the TeamMe & Myself
Applied Learning
Off-site Readiness On-site Coaching
Alumni Network
Quarterly MeetingsObservation Circles
Supp. Audience
Target Workshops
What
Why What How So…
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How?
How
Why What How So…
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Colleagues,
Cases &
Cards?
How
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Sample 1 through 9 + Jokers:
Ground Rules
Leaving behind the loud expert…
How
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Coaching through open questions.Giving & receiving feedback.
Understanding decisions and how everything changes under pressure
Sample Facecards:
Tools!
How
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Making Sense
Example of what matters most
How
Why What How So…
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Personal iPad Toolboxa few screens from the
How
Why What How So…
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Slide to see DONG CoRep
Portfolio:• Cards• Reference • Notes• Handouts • Social
Reas
ons?
+ FaceTime for video calls
How
Why What How So…
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Trials at Ullriggen…
Live SimulationHow
… preparing for Offshore
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Individual Coaching
Live at Mærsk GiantPhoto by Belinda Lange
How
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How
Building Relations
Leadership Dialogue
Networking
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So…?
So…
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So…
Pinpointing Pains
S1 S2 S3 S4 S5 S6 S7 S8 S9 H1 H2 H3 H4 H5 H6 H7 H8 H9 C1 C2 C3 C4 C5 C6 C7 C8 C9 -
2
4
6
8
10
12
14
♠ DONG ♥ My Self ♣ The Team
April 2013, After 46 M2 GR Prioritizations
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After 4 Flows & 46 CoReps?“I know myself and my reactions”
“I understand how decisions are made”“I offer an open, more engaging dialogue”“I have a stronger foundation & toolbox”
“I am ready to step-up and step-in”
So…
Why What How So…
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EngagementsSo…
Meet Morten
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EngagementsSooner, better and more robust- using shared references!
Images by Morten Nielsen Højgaard
So…
Video removed in Slideshare version
due to size
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And, again, like to invite you…
YOUShared goal of increasing market availability; let’s do it together for your colleagues, clients et al.
So…
Why What How So…
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Program SummaryWhy Stronger interpersonal leadership
Robust decisions in real-time
What Addressing both Mind and SpineComprehensive long-term architectureCards of Ground Rules and Tools
How Individual Learning Objectives – ILOLive simulation with real actorsOn-site Coaching and Alumni network
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Questions?Ulrik Ramsing
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Before time runs out…
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Thank YouUlrik Ramsing
[email protected] questions right by the podio…
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