What is Leadership?

Are all good leaders good managers?

Are all good managers good leaders?
Leadership is “taking people with you”.
A leader should have technical expertise and people skills

Leadership is the ability to influence people, by means of personal attributes and /or behaviours,
to achieve a common goal.

Transformational
Trust
Respect
Admiration

Transactional
Rewards for achieving goals.
Actively manage behaviours – intervene before problems arise.
Intervene after a problem has occurred.

Authentic
Know thyself.
Self-aware, genuine
Doing what is right.

Resonant
Mindful.
Compassion.
Hope.

Visionary
Know where they want to go
Take people with me.
Changes take place.

Affiliate
Empathy.
Value team members
Trust

Democratic
Appreciative.
Strong communication.
Allow shared goals.

Why do we need good HSE Leaders?

Protecting people is an essential part of risk management.

Failure to include health & safety as key business risk can have catastrophic consequences.
Duties are there but directors, managers and leaders can be liable.
7C’s
Clear – State what you mean.
Concise – on point
Concrete – clear detail, no more than necessary
Correct – accurate and geometrically correct.
Coherent – flow well and make sense.
Complete – everything the audience needs to understand.
Courteous – polite, friendly, and professional.

Message
Purpose – what is the message/information meant to do.
Audience – who is the audience.
Structure – how will the information be structured.
Style – what is the appropriate style (formal, informal, chatty, official)

Physiology
Posture, Gestures, Facial Expressions, eye contact breathing.

Primary Effect – Likely to hear the first thing you hear.

Recency Effect – Likely to remember the last thing you hear.

Hearing – be aware of the sound.

Attending – focus on the message.
Understanding – comprehend and process the message.
Remembering – commit to memory.

Motivation
1. They know what they are required to do.
2. They know why they have to do it.
3. They know how to do it.
4. They value the outcome.

Vroom’s Model of Motivation

Valence – Is this reward or recognition something the workers want? (Do I want it?)
Instrumentality – If I perform as anticipated, will it happen? (Can I get it?)
Expectancy – If I do as requested and assist with bringing about change(s), will I be able to perform
the task well and not struggle? (Will I do well with it?)
The answer to the above must be yes and the worker must therefore see a point to the safety
measures: it must be worthwhile.

Reinforcements
 Praise
 Promotions
 Pay Increases
 Extra days holiday
 Team lunches
Moral Reasons – know your risk profile.
Protect your employees.
Societal expectations.
Social Media – negative attention.
Accountability and Responsibility.

Legal Reasons
Legislation is the core reason for compliance.
Organisations only doing the minimum required.
Viewed as a financial burden.
Legislation may become outdated.
Legal jargon and language can be unclear.
Unfamiliar with the law leading to ignorance or misunderstanding.

Involuntary Manslaughter or Gross Negligence

There must be a Duty of Care.
The duty must have been breached.
The breach must have caused or significantly contributed to the death of the deceased.
The breach must be characterised as gross negligence and therefore considered a crime

Culpability: How much a defendant is at fault for the offence, intentionality and negligence
Duty of Care: The legal requirement for an individual to provide a standard of care for others,
avoiding any acts that could cause others harm.

Harm Category
Level A – Death or lifelong care.
Level B – Physical or mental impairment not requiring lifelong care but has a long-term effect on the
sufferers ability to carry out normal day to day activities.
Level C – Includes all other cases not in A or B

Financial Reasons
Customers looking to purchase from safe businesses.
Investors looking for good safety leadership.
Employees looking for a safe work environment.
Fees charged by regulators.
Putting things right by enforcement notices.
Cost of non-production.
Loss of business reputation.
Level of compensation.
Costs
Excess on insurance.
Legal expenses.
Sick pay.
Fines.
Loss of Contracts
Loss of reputation.
Investigation Time
Clean up costs.
Delays in production.
Additional wage bills.
Damage to equipment, plant or premises.

Encourage Communication
Making changes
Leading
Worker engagement
Providing advice
Active involvement

Your own health and safety vision

Key Leadership Values

Role Modelling
Communicating effectively
Shared health and safety vision