Leadership Training

Lets face it, you will not find safety management as part of the core curriculum in the country’s best business schools.  So where do good safety leaders get it?  Simply, “at home” or “on the street”.   Leaders typically acquire good safety values from their life experiences or their work experiences.  Based on our experience from teaching thousands of organizational leaders – here are the typical roots of strong safety leader values:

Life Experience: safety values instilled through parents, mentor or life-changing events (e.g., witnessed an accident, involved in accident, personally injured, or lost someone close to them)

Work Experience: worked for a company or organization with strong safety values and leadership behaviors, one of their employees was seriously injured, witnessed a serious incident, or one of their employees died on the job and they had to talk to the family (this is life-changing for anyone).

Even though there are many enlightened senior leaders that understand where safety “fits” in their organization, there are many more that don’t understand how to manage safety at all.   And, many of the enlightened leaders aren’t getting the most out of the their safety programs because they don’t know how to use what safety risk is really telling them.

Whether you company or your risks are large or small, safety leadership expertise will make you a better overall leader.  If you believe in the value of your employees, we will teach you how to enhance their engagement and with their help, make more sound and sustainable business solutions.  A strong safety leadership value is the foundation of employee trust and engagement – let us help you build a stronger organization and at the same time send your employees home safe.

 

Safety Leadership Development for Management Teams

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OpX Safety conducts training/seminars for operational management teams to enhance their ability to lead safety effectively as a core business element.  The training can include any of the following subjects:

  1. Determining the real value for safety
    1. Determining management’s personal expectations and beliefs for the value of safety and safety performance.
  1. Operational Roles
    1. Who owns safety?
    2. Defining the correct safety roles of Line and Staff
  1. Understanding The Safety/Operational Relationship
    1. Organizational roots of safety issues
    2. Determining organizational and operational challenges
    3. Organizational value for the truth – “organizational bravery”
    4. Conducting floor level effectiveness assessments (measuring the “health” of your organization)
    5. Discovering organizational root cause (rather than just the safety system)
  1. Value-based decision-making
    1. How do you do it?
    2. Value trade-offs
    3. Developing business integrated decisions and initiatives – how not to put your first line supervisors (or employees) in a bad situation
  1. How to effectively manage/integrate your safety staff
    1. Their role, their perspective and their calibration to you
    2. How can you help them help you?
  1. Where is your next injury (problem) going to be?
    1. What do you know about your safety risk?
    2. How to predict failures in your organization
  1. What are you getting from your safety measures/metrics?
    1. What you know today vs. what you should know
    2. How safety data is very different than your other business data – what safety data should be telling you about your business
  1. Managing fatality risk vs. OSHA recordable risk
    1. Understanding the differences and how to measure fatality risk
    2. The pitfalls of using incident frequency as a primary measure of risk
    3. The precursors of fatalities
    4. Understanding fatality prevention programs
  1. Hazard elimination vs. risk management
    1. Business value of hazards – understanding why we like hazards
    2. The Hazard Life-cycle (diagram)
    3. The reliability and hidden costs associated with risk management
  1. Understanding facility-wide risk management
    1. Putting it all together
    2. Selecting the right controls – which of these should concern you
    3. Taking the pulse of risk on an on-going basis
    4. Understanding how manaagement systems, safety program and proceses should work
  1. Measuring operational/safety factors
    1. How to spot the warning signs
    2. Creating predictive metrics
  1. What you should be getting from your time in plant/in the field
    1. You may be looking at the wrong stuff
    2. What operational conditions should really be telling you
    3. How to effectively communicate with employees on the floor
    4. Valuing Why rather than What
  1. Employee engagement
    1. Present state measures – how do you measure employee engagement?
    2. Involvement to Ownership evolution
    3. How to take the right steps forward
  1. Non -verbal leadership communication
    1. How your nonverbal cues tell people what you really want
  1. Creating common ground with labor unions
    1. How to use safety as foundation of trust building