SELF-INTRODUCTION

1
SELF-INTRODUCTION

• NAME
• SHOE SIZE
• MOST SIGNIFICANT LEADERSHIP EXPERIENCE
• (describe briefly)

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INITIATING CHANGE

• When initiating change remember People support
  what they create

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Leadership Problems

• The basic characteristic of leadership problems
  is a lack of respect and trust between a large
  majority of the members of the workplace
• Ben Simonton

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5 Star Person

• Well-trained
• Industrious
• Strong independent
• Successful
• Proud
• Every employee would like to be 5 star

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VALUES

• Values are of primary concern to all people and
  are central to every minute of every day of their
  lives. As bosses, we ignore this fact at our peril

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VALUES

• Honesty
• Confidence
• Industriousness
• Integrity
• Independence
• Respect
• Courage

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VALUES

• High value standards are essential to outstanding
  performance and success in business and causing
  their use is every boss main function

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LEADERSHIP

• Leadership advice
• from a Regimental
• Sergeant-Major
• When you become a
• N.C.O or an Officer,
• look after your private
• soldiers because you
• are stuffed without
• them

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Quotable Quote

• The people are fashioned according to the
  example of their king and edicts are less
  powerful than the life (example) of the king
• Claudian, c. 365, Egyptian epic poet

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Leadership is a Relationship

• Leadership is a reciprocal relationship between
  those who choose to lead and those who decide to
  follow
• Kuzes and Posner

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LEADERSHIP

• Failures in leadership
• are invariably failures
• in CHARACTER
• rather than
• Competence
• General Norman
• Schwarzkopf

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Leading Your Team

• Create expectations / Set a stretch challenge
• Never move slowly on critical personnel issues /
  Call a spade a spade
• Reward your stars / Get the right people
• Require people to do their homework
• Constantly upgrade skills
• Recognise that pride drives performance

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1994-5 BHP Minerals Safety Benchmarking Study

• Executive management provides the impetus for
  safety performance. This means that senior
  management is not only committed to and supports
  safety, but that it insists on safety performance
  in a manner that is clearly understood and echoed
  at all levels

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Factors That Predict Positive Safety Outcomes
(Krause, 2004)

• Individual perceives supervisors decision-making
  process is fair
• Employees believe the supervisor will provide
  support and look out for their interests
• Employees perceive that what management says is
  consistent with what it does

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Factors That Predict Positive Safety Outcomes
(Krause, 2004)

• Do employees perceive they will receive the
  support to accomplish the organisations
  objectives
• Do co-workers treat each other with respect,
  listen to each others ideas, help one another out
  and fulfill commitments
• Employees perceive working with team members is
  an effective process

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Factors That Predict Positive Safety Outcomes
(Krause, 2004)

• The more an employees perceives an organisation
  values safety goals, the more willing they will
  be to invest in those goals themselves
• Can the workers speak freely to their supervisor
  about safety concerns
• Do employees feel free to speak to each other
  about safety concerns

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Successful Leaders (J.E. Jacobs)

• Establishing a mission, vision and goals
• Communicating in a way that inspires
• Making followers feel part of something important
  and satisfying
• Positive re-inforcement-verbal acknowledgement,
  public praise, material rewards

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Five Tips on How to be a Safety Leader (HP Hood)

• YOUR TASK IS TO IMPROVE ON THE FOLLOWING
• Give recognition
• Report all incidents
• Follow-up
• Walk the talk
• Ask questions

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DIFFERENCES

• THOSE WHO ARE DIFFERENT CHANGE THE WORLD
• THOSE WHO ARE ORDINARY SIMPLY KEEP IT THAT WAY