bbs ppt

1. Being a HSE Leader for
Supervisors and Managers
(HSELSM)

2. Behavioral HSE

3. What is behaviour?
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“the way in which a person acts or conducts themselves,
especially towards others”
“A manner of thinking, feeling or behaving that reflects
a state of mind or disposition”
How is this different than “attitude”?

4. How can we manage behaviour?
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5. Dealing with different personalities
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Your team has unique people with individual histories, values,
beliefs, personalities and traits.
Begin to understand your team dynamics and each individual.
What drives, motivates, scares and encourages them?
What works for one might be detrimental to another.
So what do I mean by personality and traits?

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A person's unique combination of…….
It does not just influence how
we move and respond in our
environment;
Personality
It’s what causes us to act in certain ways
behavioral, attitudinal, emotional and thought patterns.

7. Traits
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General characteristics forming the basic foundations of personality.
The major characteristics that describe a person.
Sometimes related to attitudes, often appearing only in certain situations
or under specific circumstances
There two types

9. Lets debate
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Why can dealing with some people be so difficult?
A clue for you...
Think of one or two people you would like to slap to help
you answer this one

10. So how many did we get?
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People are different, and those differences show up in
every interaction we experience.
Not everyone sees the situation the same way.
Not everyone hears things the same way.
Not everyone uses the same words to communicate.
People do things for their own reasons and not our reasons.
Stress isn't a one size fits all. What stresses one person
can be a motivator for another.

11. Different personality types
Source: Clarity4D
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12. Benefiting from understanding personality types
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…define the time it takes to develop your people potential.
…recognize and understand yourself
…identify the perception of yourself by others
…recognize and identify unknown potential
determine how best to
motivate a person
determine how best to
deploy a person
…best communicate with the team
It enables you to……….

13. Our own behaviour is influenced by others
We see
We hear
We feel
We act
+
-

14. The ‘ABC’ of how we all behave
Activators
(guide or direct)
Behaviour
(a physical action)
Consequences
(what happens as a result)
Signal or guide
a person to
perform a specific
action
Something we
say or do
Result of a persons
action that influence
future behaviors

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Activator
Behaviour
Consequences

17. Policies Rules Codes of Practice
Procedures Measures Signs
Priorities Meetings Rumors
Training Past Practice Standards
KPI’s Laws Unwritten Practices
Intervention Specifications Corporate Decisions
What activators can you think of?

18. Activators
✓ Only have a short term effect if used
in isolation and not paired with a
consequence.
✓ As communications become less effective,
we increase the intensity not the message.
✓ (tell, tell, Tell, Tell, TELL…)
✓ Overused communications become
ineffective… we become immune

19. ✓ Activators influence behaviour
✓ Consequences control behaviour!
So what influences and controls behaviour?
But only if they correctly predict consequences
Our behaviour is motivated by the consequences
we expect to receive for our behaviour. This
expectation is based on past experience.

20. The ‘ABC’ of managing performance
Activators
(guide or direct)
Behaviour
(a physical action)
Consequences
(what happens as a result)
Signal or guide
a person to
perform a specific
action
Something we
say or do
Result of a persons
action that influence
future behaviors
Consequences for current or past behaviour have the strongest
influence on future behaviour and change our view of activators
This is where your team have to believe in you

21. Effect: + Positive to the individual
- Negative to the individual
Timing: + Soon after the behaviour occurs
- Later - from one day to several months
Probability: + Certain that the consequence will occur
- Uncertain that the consequence will occur
Some consequences are more powerful than others
is more powerful than negative
is more powerful than later
is more powerful than uncertain

22. “What’s in it for me?”
I’m accountable for the consequences of my behaviour
Distrust
Poor team spirit
Disciplinary action
Dismissal
Injury and Illness
Feel better, be healthy, be safe
Career enhancing
Just and fair reward
Recognition, Trust
Coaching

24. Creating a positive HSE culture
✓ Set clear rules and expectations
✓ Intervene when necessary
✓ Hold people to account
✓ Recognise positive behaviours
Rules Intervention Consequences
+ + .. avoids

26. How a positive HSE culture evolves
Everyone knows,
understands and follows the
rules
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3
4
5
6
7
8
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27. How a positive HSE culture evolves
Everyone knows,
understands and follows the
rules
People intervene on safe and
unsafe acts
People follow up and close
out interventions
Positive practices are
recognised and rewarded
Deliberate rule breaking or
violations are dealt with
immediately and fairly
People do what they say
You and others set a
positive example
Your team operate safely

28. How a positive HSE culture evolves
Everyone knows,
understands and follows the
rules
People intervene on safe and
unsafe acts
People follow up and close
out interventions
Positive practices are
recognised and rewarded
Deliberate rule breaking or
violations are dealt with
immediately and fairly
People do what they say
You and others set a
positive example
Your team operate safely

30. People do not know or follow
the rules
No one intervenes
Safety issues are not
followed up
People are not recognised
for doing the right thing
No consequences if you do not
follow the rules
People say one thing and do
another
Poor work practice is
common place and accepted
People operate in a unsafe
working environment
How a negative HSE culture evolves

31. People do not know or follow
the rules
2
3
4
5
6
7
8
How a negative HSE culture evolves
1

32. People do not know or follow
the rules
No one intervenes
HSE issues are not
followed up
People are not recognised
for doing the right thing
No consequences if you do not
follow the rules
People say one thing and do
another
Poor work practice is
common place and accepted
People operate in a unsafe
working environment
How a negative HSE culture evolves

33. Your team’s HSE culture directly
reflects on you as a leader
✓ Your thoughts become
✓ Your become
✓ Your become
✓ Your become your
✓ Your becomes your
A reflection of you as a leader
words....
actions......
habits......
character......
Destiny
words
actions
habits
character

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36. 36

37. “If you believe any work or action is unsafe or potentially unsafe
to immediately intervene, to stop the work and to correct the
unsafe action or condition without penalty to yourself for
having done so.”
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The PDO Managing Director,
Raoul Restucci has formally
authorised everyone including
contractors and sub contractors.....
Thatmeansyou
andyourteam

38. “We would rather you stop
and be wrong but safe than
for you to be afraid to stop,
continue and be unsafe.
If you stop a job for safety
and feel compromised in
your position, I as the PDO
Managing Director want to
know.”
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He’saniceguyandreallydoeswanttoknow

39. ✓ How do use this authority with your team?
✓ How do you react to it when they use it?
✓ How do your group react?
✓ How can you make it more effective?
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Your teams authority to stop unsafe work

40. To instil belief in your team
How can you make sure your team trust you that they can stop
work without consequence if they feel it’s potentially unsafe?
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Thinking abouT iT… whaT does
‘without consequence’
actually mean?

41. Consequence is everything
• seen as a trouble maker,
• shunned by you or the team,
• stopped bonus or over time,
• given the worst jobs,
• given the worse facilities or tools,
• ignored for promotion,
• ignored for development.
• taken off the PDO contract to a less favourable one
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“Being without fear of penalty, punishment or negative repercussion”
Its not just about facing disciplinary action, it could include being,

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Its your job to ensure that this does not happen

44. The bells – how good a listener are you really??
Volunteers......
Listen to the tape and you will hear different noises, simply
listen very carefully and remember how many there are....
The group can listen too, but their group will be penalised
10 points for every time they shout any answers.

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46. You create the belief
• Belief comes from action
– Few people want to stand out in a crowd. It takes courage and
confidence.
– If your team don’t believe they won’t face punishment they won’t stop
– If a person sees others with more courage stopping the job and being
commended then the culture will change over time.
– If they see just one other person told off by you for stopping work on
safety grounds then any confidence that may have built up will be
destroyed
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47. 47

48. Intervention drives
behaviour

49. Intervention – a golden rule
✓Can anyone remember what an
intervention is from the orientation?
✓What were the three golden rules?

50. How to successfully intervene

51. What does it mean?
• It means “to get involved”,
“to jump in the middle of
something”
• To get involved in a
situation so as to alter or
hinder an action or
something which is
developing

52. Another way of putting it
• Don’t ignore and walk on by
• Don’t think “That’s someone else’s problem”
• Do the right thing , give a helping hand
• Be a friend, a team mate, a fellow human being
• Be a leader, you are a supervisor

53. How to take a “time out”?
First you need to give it enough time.
Then you need:
✓ a chat, the less formal the better
✓ it to be short and to the point
✓ to focus solely on what you have seen
✓ stop him and ensure he is listening
✓ to be a positive learning experience not a telling off
✓ to ask him why he did it that way
✓ to use open questions and actively listen
✓ to ask him to consider “what if?”
✓ him to commit to a change
✓ him to confirm he understands
✓ to record it so you can follow up

54. And there’s more
1. Can he identify what is unsafe?
2. Why was he doing it unsafely?
3. Does he know how it should be done?
4. Discuss how to do it right
5. Ask if there’s anything more you can help with
6. Thank him for his time and encourage him to change

55. Avoiding Yes or No answers
‘
We cover this in on the last day but for now just think of an
open and closed question about yesterdays news and ask
them of the person next to you,

56. Meeting Silence
“If met with silence, don’t
jump in and answer for him,
that means he uses no
thought and he will repeat
again and again”

57. Its not only when something is wrong
Leadership is about recognising your team for what they do
right as well as it is correcting them when they do it wrong.
If you don’t acknowledge good performance after a while
they will say....
Why do I
bother?

58. Its not only when something is wrong
So always take time out to say......
“Well done, keep it up”
You need to motivate your team....
constantly, even if you are having a bad
day yourself
!£”$%!!!!
when you see your team doing
the right thing and doing it right

60. Do you want paradise?
When your team achieves this
your work life will feel like paradise ...... a whole lot easier.
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62. How do I achieve this paradise?
✓ Its very simple,,,, you
✓ have impeccable HSE standards and set the example
✓ believe and desire your teams HSE and learning culture
✓ believe HSE is equal to anything and everything for you
✓ ensure they are rewarded and not punished for intervening
✓ ensure your team welcome and appreciate an intervention
✓ ensure they identify unsafe work as an opportunity not a fault
✓ you always help address a problem when it is raised
✓ you protect the team from criticism from outsiders
✓ you look after all of your team, all of the time
✓ you mentor and develop your team
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63. How do we use behaviour to manage HSE?
✓ We know hazards are there, always coming and going
✓ We know what the controls are to protect us
✓ We know if we ignore the controls we can be injured
✓ We need to always work to the controls and look
out for people in the team that have forgot
✓ This involves looking out for “At risk behaviours”

64. How to find the hazards?
✓ Look for them when supervising in your workplace
✓ Ask your team and others
✓ Organise employee HSE tours... They always know more...

65. What’s an ‘Employee HSE tour’?
✓ An organised opportunity for employees to walk the
workplace to look for hazards and good and bad behaviours
using a checklist created by the employees...
Its not a tool to legally
protect management, but to
enhance HSE for your team

66. What’s an ‘Employee HSE tour’?
✓ It must be done.
✓ If management are
involved it becomes a
management inspection
Compliance by Control

67. What’s an employee HSE tour checklist?
✓Hazards in their work
✓Negative ‘at risk’ behaviours
✓Positive behaviours
Your team need to be given time to decide on:
You might need a facilitator to help
Why not use a safety meeting to make it

68. What’s an employee HSE tour checklist?
✓ 5- 10 at risk behaviours
✓ 5 -10 most desired HSE behaviours
✓ 5 -10 most serious hazards that they face
The checklist needs:
They should periodically review and adapt
the content to focus keep up to date

69. Considerations for the employee HSE tour checklist
✓ Any of the team
✓ Any other people nearby
✓ Other contractors working with you
✓ People with specific issues and risks
✓ Visitors like cleaners, contractors, maintenance staff
✓ The public
✓ You
Your team should consider who can be harmed and how

70. What’s an employee HSE tour checklist?
1. Create the checklist sheets so they can record their tour findings
What do you do then?
Provide a camera for them to photograph issues if safe to do so.

71. How to set up your employee HSE tours
✓ Employees choose who to pair up with and then tell you
✓ You decide the frequency, create and let everyone know the rota
✓ You brief them on how it works in a safety meeting
✓ Organise and remind the employees when its their turn
✓ Publish the results so everyone can see
✓ Thank the team for their involvement
Stop the skeletons in the
cupboard being hidden

72. On the day
✓ They receive a short briefing on what to do.
✓ They do not intervene unless there is a likely chance of a serious injury.
✓ They are given enough time to conduct the tour, never rush it.
✓ Feedback the results back to you and have time to explain what they saw.
✓ Provide them with feedback on any actions resulting from their tour.
✓ No negative or disciplinary action happens as a result.
✓ They are done regularly so to track change and trends.
✓ They tell you other serious issues even if not on the checklist.
Ensure ………

73. You need to ensure they
• wear the right PPE and are clearly identified as being on tour
• have a clipboard and the latest copy of the checklist
• have a camera where safe to do so
• know what to do
When they look for hazards not on the checklist they should think
What if..... ?
What has happened before?
What has happened elsewhere before?
What can you see, feel, hear and smell?

74. Management HSE tours
You always have to lookout for hazards and behaviours You
get no rest

75. Management HSE tours
✓ You don’t need a checklist like the employees
✓ You don’t need to set a date and time to conduct a tour to focus on
hazards and the controls – just do it.
✓ If you see at risk behaviours then you can take action to address it

77. How often should you tour?
1. Foreman/Supervisor
2. Coordinator (Production,
Maintenance, Engineering
3. Area HSE Advisors
4. Team Leader
5. Manager
6. Director
Every rotation
Quarterly
Half yearly
Monthly
Every rotation
Constantly

78. How often should you tour?
1. Foreman/Supervisor
2. Coordinator (Production,
Maintenance, Engineering
3. Area HSE Advisors
4. Team Leader
5. Manager
6. Director
Constantly
Every rotation
Every rotation
Monthly
Quarterly
Half yearly

79. Is the effort to be proactive………..
…..all of the time….. really worth
it when you can be reactive………...
…..some of the time…….
reacting to the incident where your luck ran out?
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You may ask yourself

81. So why do a management HSE tour ?
By visibly doing it you are …….
1. demonstrating HSE leadership to your team
2. setting the acceptable standards
3. giving your team your wisdom
4.mentoring and coaching
5.preventing unsafe acts and conditions
6.being the over seeing eyes and ears of your team
7.identifying those that need to improve competence
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82. How to conduct a management HSE tour
1. Give the tour the dedication it deserves, don’t get distracted into operational issues
2. Timetable it so that you don’t forget
3. Don’t pre-warn people that you will be conducting the tour
4. When touring, ensure you are compliant (PPE etc)
5. Use your senses, eyes, ears, nose
6. Take time to observe each activity, not just a quick glance by
7. Look everywhere - above, below, to the sides, behind you and ahead
8. Check out of site locations
9. What is going on in other adjacent work
10. Think what could go wrong – the “what if…?”
11. Consider what the JSP and TRIC says should be happening
12. Ask the team about they think can improve
13. Make it a positive experience
14. Let the team know the results and keep them informed on actions
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83. Track and record your findings
Keep a record so you have evidence and can track issues. If
you don’t you will forget or feel like pulling out your hair
If several people are making the
same errors then consider why, the
underlying cause, is it the procedure,
is it the time, is it the equipment?

84. Your supervisor HSE hat
1. You know what needs doing and how
2. You are responsible for your team and their impact
3. You cannot supervise on a part time basis
4. Proactiveness can prevent all HSE incidents
5. Your team rely on you, even if they don’t often say it and
sometimes it doesn’t feel like it
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85. Don’t just walk on by
The lowest standard you set is the highest
standard you can expect from your staff

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