Professional Documents
Culture Documents
Coaching For Safety
Coaching For Safety
Guide Structure
Appendices
The relationship between senior and junior leaders is embodied in the following diagram.
Safety Leadership
Impact on
safety culture
Impact on
day-to-day
safety performance
CEO
Numbers of People
influenced
Proximity to
the worksite
The Safety Coaching programme focuses largely on safety leadership behaviour, the impact this has on
the effectiveness of the Safety Management System and particularly how it is influenced and applied at
the worksite. The evolution of safety performance is depicted in the following diagram.
Technology
and standards
AND
HSE
Management
Systems
Incident Rate
AND
Improved
culture
No incidents
- a workplace
without harm
Time
Embodied in the requirement for leaders to provide a safe place of work and the ability to work safely
within it, are the three elements of the diagram. All three are interlinked. Though we strive to achieve a
workplace without harm, we recognise that we cannot achieve a workplace without risk. The challenge
then becomes to maintain risk under control. That is the purpose of the Safety Management System.
Technological advances in design and build of facilities and equipment, reduces risk and eases the
application of the Safety Management System. The values, attitude and behaviour (culture) of people
will determine its effectiveness in achieving a workplace without harm.
Intervening with a broad range of site staff during coaching sessions helps build a picture of the strengths
and weaknesses of the Safety Management System and the attitude and capabilities of the individuals
involved. This picture can be strengthened by verifying whether the physical condition of facilities and
equipment confirms inferences drawn from verbal communication. In this respect, some elements of
coaching resemble the audit process, but the distinction between the two needs clarifying.
As mentioned earlier, coaches support others to deliver their best. To gain the insights that help this
process requires a high level of openness and trust between the coach and the person being coached.
Audit is a process generally aimed at the identification of system weaknesses and actions to rectify them.
This is often seen as a threat and can inhibit openness and trust.
When agreeing the coaching contract between the coach and the client, the foregoing needs to be born
in mind (see section 4 Appendix 1 Preparation for Coaching Visits).
Guide Structure
Classroom based Advanced Safety Leadership workshops are structured around the clients
Safety Management System and a set of generic expectations common to all safety leaders.
The many people who participated in such workshops, prior to the publication of this guide,
will be familiar with this structure. It is retained through the guide, with the exception of the
Diagnosis and Analysis section. This is structured in line with the Step Change in Safety
forums Personal Responsibility for Safety (PRfS) format.
2.
3.
4.
Appendices
Provides the detail for the preparation of coaching visits; coaching contracts; and follow
up requirements
1. Guide Structure
Safety Coaching has been designed to support leaders to fulfil the list of Safety Leadership Expectations
developed for the programme and to meet the requirements of the governing Safety Management
System. The 12 safety leadership expectations are common to all the parties involved in the
programmes development and are expressed as follows:
Safety Leadership Expectations
Set the Standard
Show exemplary personal safety behaviour
Set clear safety expectations
Possess a good knowledge of safety
Consistently raise safety standards
Recognise and act on poor safety conditions
Regularly observe, assess and intervene in the workplace
Communicate Effectively
Understand your people and demonstrate a real concern for their well-being
Commend good safety performance
Give and receive constructive feedback
Be able to hold a difficult conversation
Go beyond your own team
Demonstrate an enthusiasm for safety
The wording of safety management systems (SMS) varies from company to company, though the
elements within them are more or less generic. A typical SMS will contain the following elements:
Generic Safety Management System
Leadership and Direction
Asset Integrity (through design, construction, commissioning, inspection, maintenance &
change control)
Responsibilities and Authority to Act (scope, understanding and commitment)
Communication
Training
Motivation & Sense of Purpose
Audit
Objectives and Resources
Risk Awareness and Control
Standards (policies, rules, codes of practice, procedures etc.)
This guide is based upon the principles and practices needed to fulfil the Safety Leadership Expectations
and effectively apply the requirements of the governing Safety Management System. They are fully
supportive of the Personal Responsibility for Safety (PRfS) structure described as follows:
Personal Responsibility for Safety
1.
Clear Expectations
2.
Effective Communication
3.
Personal Leadership
4.
5.
Planning
6.
7.
Accountability
8.
Self Evaluation
9.
Each element of PRfS is sub divided into Personal and System requirements. Evaluating the
effectiveness of individual elements is made through analysing the data gathered whilst:
Communicating with a broad range of people;
Observing them at work;
Assessing the physical condition of tools, facilities and equipment at the worksite.
There are many opportunities through the day for supervisors to influence operational safety and the
following list is not exhaustive:
Morning Operations / Planning Meeting
This is when the planned activities of the day are discussed and agreed. Individual supervisors should
verify that they understand what is expected of themselves and their teams and they are properly
resourced to deliver. If other teams are given priority for shared resources, the supervisor should make
clear the impact this will have on their ability to deliver and gain acceptance for the consequences. The
supervisor should clarify any interface issues that planned activities might create and agree how and
when consultation will take place to ensure overall control is maintained.
Share responsibility
Ask team to problem solve
and action plan
Supportive, facilitative
Frameworks & examples
PARTICIPATING
SELLING
(COACHING)
Explain why........
Share knowledge & expertise
SUPPORTIVE
Giving freedom, trusting
TELLING
DELEGATING
Strongly directive
DIRECTIVE
Challenge
/
10
11
Foresight is the means by which we pre-empt loss of control by identifying and eliminating its potential
12
Clear Expectations
2.
Effective Communication
3.
Personal Leadership
4.
Planning
5.
6.
Accountability
7.
Self Evaluation
8.
13
1. Clear Expectations
PERSONAL REQUIREMENTS
When this is going well we would expect to see:
Safety being made as important as any other personal priority
That working safely is integral to performing work
Company supported programmes such as STOP (Safety Training Observation Programme, TOFS
(Time Out For Safety) etc being used as intended.
Leaders setting their people up for success
Leaders verifying people understand their responsibilities and are competent to deliver
Leaders verifying people fulfil their responsibilities and establishing reasons for non compliance
Leaders supporting those who are keen to deliver but need help
Leaders disciplining those who are not prepared to deliver. Those who are a danger to themselves
and others and who are not prepared to change should not be tolerated
Interfaces with other teams clearly understood
When this is not going well we might expect to see some of the following:
A gap in understanding between the intent of leaders and the perceptions of their people
Variable safety performance
Difficulty in responding appropriately to poor safety behaviour
Complaints about fairness and inconsistency of application of rules
Persistent excuses that I didnt know
Poor team dynamics because of a fear of voicing different opinions
Leaders not being prepared to delegate
Closing the gap
The
following questions will help provide further insight into what is going on:
What are the safety expectations on this site?
How do you know what they are?
Are the rules applied consistently and fairly on this site?
How does your supervisor ensure that you have the ability and commitment to meet his / her
safety expectations?
14
1. Clear Expectations
SYSTEM REQUIREMENTS
When this is going well we would expect to see:
An induction process which provides clear expectations for all employees and contractors
People at all levels of the organisation intervening to improve safety performance
An audit process which exposes weaknesses rather than trying to hide them
Standards and procedures are clear and easy to read, accessible to users and specific to the job
Standards and procedures are embraceable people are able to maintain an understanding of how
the system is working
That all aspects of the Safety Management System are effective, i.e. staff are provided with a safe
place of work and are working safely within it.
The objective remains a workplace without harm even when safety performance falters
That incentives drive the right behaviours rather than rewarding statistical performance
An improvement plan with measurable targets
When this is not going well we might expect to see some of the following:
Standards and procedures are discredited and seen as obstacles to getting the job done. Custom
and practice takes over
Users dont feel ownership
People bypass systems and procedures when under pressure
Standards are not enforced
Systems are so complicated that maintaining a proper overview is not possible
There is an over emphasis on statistical performance
Attainment of statistical goals is rewarded rather than the behaviours that underpin them
Missing a target has a bad effect upon morale (this often results in a spate of accidents)
Closing the gap
The
following questions will help provide further insight into what is going on:
Do procedures help or hinder you?
Are you consulted about changes to standards and procedures that affect your work?
What safety interventions have you made recently and how did they go?
How are you motivated to achieve your safety goals and objectives?
What is the process for reporting incidents? How do you know whether an incident needs to be
reported or not?
How effective is the process to manage deviations from standards?
How are deviations which affect you and your job dealt with?
15
2. Effective Communication
PERSONAL REQUIREMENTS
When this is going well we would expect to see:
Team strengths and weaknesses being identified and gaps closed
Recognition of what people need and what motivates them
Constructive interventions build people up, dont knock them down!
Issues of concern to people being listened to and followed up on
People being given the opportunity to display their knowledge and feel good about it
Face-to-face communication being used whenever possible
The correct time, place and media to get messages across
People treating one another with respect
People committing to agreed changes and demonstrating compliance
Time and energy spent finding ways to keep the safety message fresh
A good two way flow of information good leadership decisions are informed decisions
People show respect and develop relationships which give two way access to information and
knowledge
When this is not going well we might expect to see some of the following:
People struggling with tasks they dont properly understand
Leaders/supervisors seen as task masters
Unbalanced teams / skills gaps
People do not feel their views are listened to and respected
Resentment that people only get feedback on their mistakes rather than things they do well
A lack of openness between staff and supervisors
People feeling that their work is only a job
Unwelcome behaviours, e.g. aggression, resentment, confrontation, unresponsiveness
Inability of supervisors to influence those not under their authority
Closing the gap
The
following questions will help provide further insight into what is going on:
What differences are there in the ways that employees and contractors are treated here?
How is good work recognised and rewarded?
What makes some conversations difficult? What things would help you to conduct them?
What are the biggest challenges in holding difficult conversations? Do these occur differently here
compared to other sites?
How does your supervisor become aware when there is a problem?
What mechanisms are in place for you to give feedback or advice to your supervisor?
What techniques are used to ensure that safety meetings hold peoples attention and are a valuable
use of time?
16
2. Effective Communication
SYSTEM REQUIREMENTS
When this is going well we would expect to see:
Safety communications written in clear and concise language, avoiding jargon and abbreviations
Positive and negative consequences associated with compliance with the safety rules and
guidelines being communicated
Decision-making based on hard data
Employee and contractor input requested, captured and considered when changes are made
Timely and effective feedback provided on positive and negative issues raised
A published schedule for regular site visits by line and senior management to communicate with
employees
When this is not going well we might expect to see some of the following:
Supervisors and others not prepared to listen
People do not feel their views are taken seriously or respected
Understanding is assumed not verified
Supervisors are stuck in their preferred leadership style rather than using the right style to best suit
the team and fit the circumstances (Telling, Selling, Delegating, Participating)
Closing the gap
The
following questions will help provide further insight into what is going on:
What systems and processes exist for you to provide feedback to your supervisor?
What leadership styles do you notice at your site, and how do these compare?
If you are given instructions you dont understand, how do you get clarity about what your supervisor
requires of you?
17
3. Personal Leadership
PERSONAL REQUIREMENTS
When this is going well we would expect to see:
Leaders taking responsibility for performance and giving their peole the time and support to maintain
their work under effective control
A visible commitment to safety and the care of others
Supervisors leading by example inside and outside work
Leaders demonstrating that they care about their own safety and that of others, and wont tolerate
unsafe behaviour
Promises delivered
When this is not going well we might expect to see some of the following:
Leaders saying one thing and doing another
One set of rules for them and another set for us
Safe behaviour having to be remembered rather than being instinctive
Exhibiting inappropriate behaviour when under pressure
Leaders blaming their staff for poor performance
Closing the gap
The
following questions will help provide further insight into what is going on:
Why is safety important to you and what do you do to achieve your safety objectives?
How does your attitude to safety show up at home?
What is your safety reputation on this site?
What was the last difficult decision you made around safety?
18
3. Personal Leadership
SYSTEM REQUIREMENTS
When this is going well we would expect to see:
Adequate funding and resources to support safety initiatives
Training that supports the development of appropriate safety leadership and behavioural skills
Recognition of outstanding safety performance
A mechanism to ensure openness and integrity of reporting without fear of repercussion
Incorporation of key safety leadership behaviours in the companys appraisal programme
Provision of mentoring where needed
When this is not going well we might expect to see some of the following:
Lip service paid to safety
Safety systems are bureaucratic and ineffective
The safety issues that really matter are not discussed
Closing the gap
The
following questions will help provide further insight into what is going on:
How variable is the quality of safety leadership?
Are any aspects of safety leadership consistently good or poor?
What specific examples from the recent past could you give that demonstrate good or
poor leadership?
What are your personal safety objectives?
19
4. Personal Awareness
PERSONAL REQUIREMENTS
When this is going well we would expect to see:
Discussions about risks of the job, with leaders encouraging their teams to question anything they
dont understand
Everyone on site having an understanding of the issues, risks and opportunities
The consequences of losing control of risk are identified and actions are taken to avoid this
from happening
People seek knowledge from those with expertise, both inside and outside the team
People get involved in practical worksite inspections and always stay aware of their surroundings
Continual assessment of the potential consequences of changes to the operation
Everyone on site takes time to familiarise themselves with the safety aspects of their work
Work is stopped if people believe control is threatened, and is not resumed until control has
been assured
When this is not going well we might expect to see some of the following:
People walk past unsafe acts and conditions
People believing safety requirements have taken the fun out of work
Leaders being by-passed or undermined in decision making
Leaders too focussed on admin work rather than getting out and about
Individuals not recognising the potential impact of their work upon others
Peoples actions being determined by the probability of a hazard being released rather than
the consequences
Closing the gap
The following questions will help provide further insight into what is going on:
Who are the experts on this site (in specific areas)?
What are the major risks here and how are they being managed?
Ask a question about a risk exposed during a coaching session and judge the openness /
defensiveness of the response.
20
4. Personal Awareness
SYSTEM REQUIREMENTS
When this is going well we would expect to see:
Appropriate risk assessment and observation skills training provided to all employees
and contractors
Hazards associated with the work environments are captured and communicated
An effective hierarchy of risk control (e.g. eliminate mitigate procedures) is in place with the level
of control based upon the consequences of losing it.
Knowledge and understanding of procedures verified, and compliance monitored / enforced
Awareness and ownership of risk at every level of the organisation
Experienced personnel assigned to inexperienced, new or transferred personnel to share their
knowledge and experience of job / site specific risks
An effective system of safety alerts is in place (lateral learning is disseminated at the most
appropriate time)
Procedures referencing the risks they are designed to protect people from
When this is not going well we might expect to see some of the following:
The level of controls do not reflect the consequences of each risk
People affected by hazards are not involved in their identification, assessment and control
High level hazards are being managed by site staff rather than being eliminated through proper
planning and design
Risk / hazard information is not disseminated
Complacency / a false sense of security
The effects of change have not been properly evaluated
Deviations from standards are not properly risk assessed or the risk assessment is conducted to
justify the deviation rather than to verify that control will be maintained
High levels of deviation from standards and procedures
Closing the gap
The
following questions will help provide further insight into what is going on:
What are the risks associated with your work?
What part do you play in identifying, assessing and controlling them?
What are the potential consequences of you making a mistake?
What controls are in place to ensure that the equipment you use remains fit for purpose?
21
5. PLANNING
PERSONAL REQUIREMENTS
When this is going well we would expect to see:
Plans created with input from all involved
Those carrying out work to fulfil plans have the time and resources to do the job safely
People feel able to request help when needed
People asking questions if they do not fully understand the plans they are working to
Work completed under permit where required
People suggesting improvements get feedback on whether these will be incorporated in
future plans
When this is not going well we might expect to see some of the following:
Short term fixes becoming permanent changes
Changes are imposed without consultation with those affected
People feel disenfranchised they have little control over how things are done
Plans lack credibility
People take shortcuts to maintain the work schedule.
Recurring failures in the plan, e.g. frequent delays to non-essential work
Lack of coordination of concurrent activities
Closing the gap
The
following questions will help provide further insight into what is going on:
How are plans for your site developed, reviewed and monitored?
What are the most common failures in the planning process?
How do you provide input to plans?
How much flexibility exists in plans to accommodate unexpected events?
22
5. PLANNING
SYSTEM REQUIREMENTS
When this is going well we would expect to see:
Plans that clearly support the sites safety objectives
Well integrated teams that accept newcomers easily
Participation in the planning process of personnel involved in the task
Service personnel who are familiar with the site
Clear and easily accessible work instructions which outline individual responsibilities
The right people with the right skills knowledge and tools at the right time
Little delay caused by lack of preparedness
A documented , effective change management process
Documented learning incorporated in revisions to plans
The workplace, the equipment within it, and the tools used to accomplish work are designed, built
and maintained in a manner that assures asset integrity
Pace of work is commensurate with limitations of hardware and the competence of people.
Risks controlled through effective planning rather than having to react when things have already
gone wrong
When this is not going well we might expect to see some of the following:
Problems and delays due to newcomers taking longer to complete work
Slower pace of work to accommodate learning on the job (this may also be a positive!)
Lack of familiarity with site and processes
Installation and equipment working at the margin of their capability
High level of downtime
Lots of temporary fixes in place
Maintenance staff overstretched
Closing the gap
The
following questions will help provide further insight into what is going on:
Are work plans achievable given the resources available?
How are work plans created, reviewed and discussed?
Is work discussed before the shift and before particular activities start?
What processes exist to ensure that newcomers to the site can function effectively?
Do you understand what is expected of you?
23
following questions will help provide further insight into what is going on:
Are safety issues addressed or avoided?
How easy do you find it to intervene?
Is there a recognised way of making safety interventions at your site?
When was the last time you made a suggestion for improvement not a STOP card and
what happened?
How do people respond when you intervene? Does this vary depending upon seniority?
How does it feel when others intervene with you?
Who makes the greatest number of safety interventions at your site?
What contribution do you make to keep yourself and others safe?
If you believe procedures are inadequate how do you work to change them?
24
following questions will help provide further insight into what is going on:
Are interventions welcomed at this site?
Have you had help to improve your intervention skills?
What observation and intervention programme is in place and how is it working?
Are you able to influence how work is conducted outside your team?
25
7. Accountability
PERSONAL REQUIREMENTS
When this is going well we would expect to see:
People understanding what they are being held accountable for
Conversations that clarify individuals responsibilities and ensure they are understood and accepted
People have the necessary competence to fulfil their responsibilities or are being supported to gain
the right skills and knowledge
People take responsibility when the going is tough or things go wrong
People take time to think about positive and negative consequences of their actions and their
colleagues actions
Unsafe conditions are acted upon, demonstrating commitment to the safety and well being
of others
Promises delivered
When this is not going well we might expect to see some of the following:
Confusion about who will be held accountable for what
Lots of excuses when things go wrong
Deviations from standards proliferating, so that maintaining an overview of their potential impact is
difficult if not impossible
A decline in improvement ideas
A silo mentality Ill just take care of my own business
People keeping their heads down and losing themselves in the crowd
Closing the gap
The
following questions will help provide further insight into what is going on:
What happens on this site when people fail to fulfil their responsibilities?
What are you held accountable for delivering?
Is competence an issue on this site?
What help and support do you get to improve your personal competence?
26
7. Accountability
SYSTEM REQUIREMENTS
When this is going well we would expect to see:
Clear and concise safety rules and guidelines
Leaders lead by example and encouragement they create the conditions whereby others
self motivate
Expectations are properly defined, understood and accepted, and responsibility is delegated to
competent people
Fair and consistent responses to unacceptable safety behaviour
When this is not going well we might expect to see some of the following:
People are not demonstrating drive and enthusiasm
A lack of pride in performance is evident
People feel controlled rather than empowered to perform
Leaders abdicate responsibility
Expectations are conveyed through job descriptions rather than from face to face discussions
People are left to struggle without support
People dont know when to ask for help (i.e. they do not know the boundaries of their authority)
Poor performance is not addressed or is addressed unfairly
Closing the gap
The
following questions will help provide further insight into what is going on:
What are the safety objectives for your team?
What are the boundaries of your responsibilities and where are they defined?
What processes exist at your site to ensure that you are competent to achieve all of your
safety responsibilities?
What gets the best out of you? How can supervisors / leaders motivate you to do better, and to
what extent does that happen here?
27
8. Self Evaluation
PERSONAL REQUIREMENTS
When this is going well we would expect to see:
People recognise their strengths and exploit them
People recognise their weaknesses and work to eradicate them
People are able to articulate why safety is important to them and how they fulfil their
personal obligations
High safety standards, and people demonstrating the determination to reach them
People stay self-motivated when circumstances make this difficult
People prepared to shoulder responsibility and acknowledge when they make mistakes
Safety commitments (including measurable targets) shared within teams
People seek feedback from colleagues, and are prepared to give feedback to others on
their performance
Feedback being used to guide self improvement
When this is not going well we might expect to see some of the following:
Things being hidden to avoid criticism
Lots of excuses when things go wrong
Lack of interest in the opinions of others
People knowing what is not working but not offering feedback
Feedback being poorly received
Fatalism people believe that bad stuff happens
Closing the gap
The following questions will help provide further insight into what is going on:
Why is safety on this site important to you?
Have you ever asked for feedback on how your behaviour impacts on your safety and that of others?
What feedback have you offered others recently?
Do you ever ask people who are not members of your team to look at your area and pass comment on
what they see?
28
8. Self Evaluation
SYSTEM REQUIREMENTS
When this is going well we would expect to see:
Support processes and materials to help people recognise the impact they have on others
Personal safety objectives that are specific, measurable, achievable, realistic and timely
Communication of shared industry and organisational goals to all employees and contractors
Feedback on personal safety commitments included in the appraisal process
Learning being sought from outside the immediate team
When this is not going well we might expect to see some of the following:
People seen as a resource rather than individuals with individual strengths and weaknesses
People without a clear understanding of site safety objectives and their role in achieving them
No process in place for evaluating behaviours
Lack of trust in the consequences of giving feedback
Closing the gap
The following questions will help provide further insight into what is going on:
How often do you assess your own performance against safety commitments, and how do
you do this?
What do you do if you find a deficiency?
How do you find out about best practices elsewhere?
What is the process for letting others know about achievements you have made in improving your
safety performance?
Who drives change (yourself, your supervisor, the onshore team, external auditors, etc) and to what
extent are you able to improve things if you identify deficiencies?
29
30
following questions will help provide further insight into what is going on:
What are the processes on this site that encourage learning?
Who do you turn to for coaching on safety?
What training did you get for the job you are doing?
How was your training assessed?
What would you do if you felt you did not have sufficient time to carry out your work effectively?
What support do you get to improve your competence?
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4. Appendices
Appendix 1
Preparation for Coaching Visits
Pre-Meeting with clients
The coachs job starts before going to the offshore worksite with a pre-visit meeting with the client and
contractor line managers. If these individuals are not driving the behavioural (and physical) changes
needed to improve safety performance, the impact of coaching their subordinates will be limited.
The coach needs to be aware of the safety plans in place and line managers need to satisfy themselves
that the work of the coach will be supportive of these plans. This requires that the line managers set their
expectations of the coach and that the proposed coaching programme meets their needs. This will
require discussion and agreement.
It is important to establish feedback requirements for the site visit. The coach needs to be completely
open with those being coached and this includes the feedback parameters agreed with line managers.
People have a right to know, before a coaching session begins, what use will be made of any information
or impressions gained. To enhance openness and thus effectiveness, it is preferable that feedback be
limited to general impressions of the effectiveness of the various elements of the Safety Management
System
Onshore line managers (senior leaders) should accompany the coach on the first visit to the installation.
This demonstrates support for the coachs work and provides the opportunity to be coached themselves
in the methods and skills they will be expecting their subordinates to demonstrate. After the coach
departs it will be leaders who drive implementation to achieve success.
The only authority a visiting coach has is that invested in him/her by senior leaders both onshore and
offshore. This authority will generally be limited to gaining access to people during the course of
coaching visits. Occasionally a coaching session will uncover a deficiency that requires immediate
remedial action. Other than in exceptional circumstances, such action needs to be taken by site staff;
not the coach.
Pre-Trip Checklist
1.
2.
3.
4.
Verify the coach fulfils all the mandatory safety training requirements for a site visit.
Confirm that onshore based line managers will be participating in (at least the initial) visit.
Sustainability of effective intervention skills is dependent upon their active drive and participation.
Confirm transport arrangements to site and the length of the visit. To coach a broad range of shift
working supervisors, a minimum of two days and nights will required. This will increase to three
if a crew change takes place during the visit.
The onshore manager(s) shall brief their senior site based counterparts in advance and
have them:
a. Set up a coaching schedule. Staff will be coached in pairs. For safety intervention coaching,
allocate two hours per coaching session. More time will be required to coach a broader range
of topics. Shift working staff to be coached during their work time;
b. Allocate a room to the coach for discussions prior to practising interventions.
32
5.
The Visit
1.
2.
3.
Before practising the leadership skills being coached, it is necessary to discuss their objective.
For a two hour session, spend approximately 45 minutes in a meeting room discussing the
objective. We aim for a workplace without harm, but cant achieve a workplace without risk! The
issue becomes how we maintain risk under control. How do we do it?
i. Its personal we need a sense of purpose - why is safety important to me? For most people
it is about wanting to go home safe themselves and wanting their colleagues to do likewise.
But wanting something to happen is not enough. We need to do the things that will assure
the safety of ourselves and our colleagues. It is about having the inner determination to
achieve our safety objectives even when this is personally difficult.
ii. Setting expectations we all need to know what is expected of us. Leaders need to articulate
this to their colleagues/team.
iii. Being able to intervene effectively to understand the risks and benefits people bring to the
workplace. Without such knowledge we wont have the foresight to make proper,
reasoned decisions.
iv. Communicating - it is highlighting the fact that if we are not keeping ourselves aware of what
is going on around us, through effective communication; we are not giving ourselves the
opportunity to make a difference
b.
Practice interventions and debrief them to better understand how to maximise effectiveness.
33
The great majority of our interventions are to better understand people and their knowledge of,
and attitude to, risk.
Setting Clear Safety Expectations
In the briefing session discuss the reason for setting clear expectations and what is required i.e.
As a leader you need to have a discussion with individuals and let them know what you expect of them.
Your safety expectations will become their safety responsibilities.
Set them up for success you want them to succeed; your success depends upon theirs
Verify understanding, use give and take where appropriate to gain ownership.
Verify competence to deliver
Verify commitment to deliver
For those not delivering find out why - support those giving of their best
Discipline is applied to those who are not prepared to fulfil their commitments. Such people are a
danger to themselves and others.
Effective Interventions
In the briefing session discuss the intervention process and what a successful intervention can achieve
Identify risks/opportunities through observation or open questions i.e. what can go wrong?
Assess potential consequences/benefits i.e. how bad can it be?
Control the risk through elimination, mitigation or procedures (people are the key!) i.e. what is being
done to maintain control?
Review again if people believe control is threatened.
The objective is to assure oneself that activities being carried out are under control and/or that planned
activities will be conducted in a controlled manner. By intervening with people at work and asking the
three simple questions in italics above, the questioner can:
Gauge the attitude of the responder. This is crucial. No supervisor can be on hand for all jobs being
carried out under his/her authority and knowing the attitude of individuals allows supervisors to focus
their efforts where most needed;
Close any gaps in knowledge and/or skills through coaching or providing additional support;
Eliminate any confusion about objectives or the way they will be achieved;
Capitalise on new ideas coming from the team;
Identify and eliminate any complacency to maintain focus on hazard control;
Set his expectations for how the work will be accomplished and how change will be managed;
Adapt his leadership style to meet the needs of the team and individual
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Appendix 2
The Coaching Contract
The coaching contract defines the coaching activity and how it will be completed. It is essentially an up
front agreement that establishes what is expected of each other and defines the ground rules around
confidentiality. It does not need to be a formal document, but the coach should send a note of his/her
understanding of what has been agreed, to the leader commissioning the work, to confirm expectations
have been understood. The benefits of establishing coaching parameters are:
No crossed wires!
Availability of the people to be coached
Coach understands the boundaries of the activity, and has the space to work within them
Coach is pre-warned of anything that might impact his effectiveness on site
Feedback on the coaching activity adds value to the organisation
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Appendix 3
Follow- up
The coaching contract should not preclude the coach sharing with senior leaders, on site and at base,
observations that reflect on the effectiveness of site safety management. This gives the opportunity for
leaders to focus their support on areas which have the greatest impact. Feedback should always
acknowledge what is going well. People are generally more open to change if their strengths are
recognised.
Front line staff can feel that systems of safety work against them. More senior leaders are better placed
to ensure that systems and structures support their safety objectives. A key objective of safety leaders
is to turn people on to safety, not turn them off
Coaches can help others improve their skills and provide them with insights to increase their
effectiveness. Only leaders can drive change and follow-up is essentially a leadership responsibility.
Change is generally progressive, however, and coaches can help leaders reach a level of effectiveness
at which change becomes sustainable. This will likely involve follow-up visits to support safety leaders
through additional coaching and the dissemination of best practice.
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