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Safety Leadership Class:Exploring Safety Excellence
Dave TaylorProgram Manager
Stoller-Navarro Joint VentureNovember 2007
“Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.”
~~ General George Patton
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Stoller Navarro Joint Venture
Joint Venture formed in 2004 to provide environmental engineering and support services to the Environmental Management Office at the Nevada Test Site
Overview of Scope Site Characterization
Site Remediation
Groundwater Modeling
Baseline Management
Staffing ~ 150 Associates
Annual Budget ~ $20M
3
Introduction: History
In 2005, working with DOE Management, it became apparent the culture and expectations regarding safety and decision making needed a makeover
Large influx of support staff
New managers in many positions
Variety of cultural perspectives on “success”
Key Objective: Engage the whole organization in a dialogue about safety and leadership
Review of incidents from the preceding two years identified seven safety culture emphasis areas
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The Powerof Teams
Safety Culture Emphasis Areas
Responsibility and Accountability
Priorities?
Turnover
QuestioningAttitude
Two-Way Communication
5
What Will You See Today?
“Sample of the Class” (e.g., video clips, discussion groups)
Recap of class content/highlights
What results did we see?
Where are we going next?
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“… At My Signal ...”
Gladiator, 2000
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Why a Safety Leadership Class?
Provide the opportunity to better understand the expectations of leaders in the Joint Venture
Provide an open, fault-free forum to examine and improve our approach to safety and leadership
Emphasize key areas of the SNJV Safety Culture Initiative
Assist in reducing potential for incidents, accidents, and/or illnesses
“We cannot become what we need to be by remaining what we are.” Max DuPree
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Leadership Class Structure
Training is conducted by the Program Manager and Direct Reports. Leadership attends every class!
Video clips reinforce the emphasis areas
Staff involved in actual incidents/events lead the interactive discussions
DOE staff were active participants
“Leadership is everyone’s job in a superior safety culture.”
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Class Example
Responsibility and Accountability
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“Everybody in the room was smart — everybody’s just doing their job — and Teresa Peron’s dead.”
Absence of Malice, 1981Responsibility and Accountability
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- Unsafe acts, short cuts
- Near miss, minor injury
- Fatality
- Serious injury
Accident “Pyramid”
“Absence of Malice”
Responsibility and Accountability
600600
30303030
1010
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Some studies show humans make nearly 2,000 errors per day!
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Ensure you comply with procedures
“Speak up”
Be supportive, compassionate, and “just”
Follow through on commitments
Monitor for and correct unsafe behavior
Be willing to make tough decisions Initiate disciplinary actions when required
Say “no” when needed – say “yes” when you can!
What are the Expectations?
Responsibility and Accountability
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“… He’s a nice guy, he just forgot about the rules …”
Absence of Malice, 1981
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Use the best people to build the plan
Listen carefully
Be flexible
Collaborate
Decide, then act — don’t react!
Be honest and live with your decisions
Responsibility and AccountabilityThings To Remember
“The quality of a leader is reflected in the standards they set for themselves.” ~ Ray Kroc, Founder of McDonald's
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Recap of
Class Segments
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The Powerof Teams
Safety Culture Emphasis Areas
Responsibility and Accountability
Priorities?
Turnover
QuestioningAttitude
Two-Way Communication
17
Recap
Responsibility and Accountability Focus on what needs
to be done Put attention on
decisions and accountability
Your people are in your care!
The Power of Teams Actively seek worker
input Recognize needs and
value of workers — collaborate
“Strength of the Pack …”
The Powerof Teams
Responsibility and Accountability
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Recap
Questioning Attitude See the world as
constantly changing
Be a “healthy skeptic”
Trust but verify
Ask Three Deep
Communication Encourage suggestions —
and challenges — to your ideas (not your authority … there is a difference!)
Practice three-way communication: “Speak-Listen-Repeat”
QuestioningAttitude
Two-Way Communication
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Turnover/Handoffs Take the time to really
understand “Walk it” Use task-specific
checklists Trust — but verify!
Priorities Priorities start in the
planning process Safety means
focusing on the work
The paper is an aid, not the solution — think!
Follow-Through Make follow-through a priority If it’s not documented, it did not happen! Remember, the dragon always comes back!
Priorities?
Turnover
Recap
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Safety Leadership Principles
Accidents are preventable
Up-front planning is essential to success
Leadership must promote active participation, communication, and coaching
Roles and responsibilities must be clear
All personnel are held accountable for actions
No “miracle” solutions exist
Safety is a key component of business success
Leaders “walk the talk”
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Leadership Concepts
Defining Personal Commitments The following is designed to be discussed with
your line manager as part of this year’s performance planning:
I will improve my leadership skills by:
One action I will take to demonstrate my personal commitment to safety is:
"The only thing necessary for the triumph of evil is for good men to do nothing."
Edmund Burke, British politician (1729-1797)
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Summary
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Safety Leadership Results
Communicated a common set of expectations Created a common language Personalized key Lessons Learned Demonstrated better decision making Questions were raised (and resolved) earlier
In 2007, more than 200 individual leadership and safety initiatives were successfully accomplished by SNJV Associates!
Zero Accidents for more than two years … On the way to 1 million hours without a Lost Workday
Case …
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What’s Next in FY08?
Reinforce the Safety Culture Emphasis Areas Fresh examples (and video clips!)
VPP application
Integrate Safety Leadership classes/materials into new-hire orientation
Retool the systems to support the values (e.g., assessments, lessons learned, corrective action)
Zero Accidents … Zero Unplanned Events!
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Special Thanks
All the Associates at Stoller-Navarro Joint Venture would like to extend a special thanks to the DOE Nevada Test Site staff for their cooperation, support, and commitment to achieving an excellent safety culture.
Special thanks to: Steve Mellington
(DOE Assistant Manager EM)
Janet Appenzeller-Wing (DOE Deputy Assistant Manager EM)
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Questions?