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Supervisors are the linchpins in an organisation that set the performance levels when it comes to safety, productivity, skills development and job satisfaction.
This training has been devised for companies who've got a great or "getting great" safety culture in place, but they realise employees are getting complacent with safety and that they need to re-energise and empower staff.
This course teaches supervisors the importance of their job role and that what they demonstrate and request from staff determines safety levels. It provides supervisors with information about what makes a high performance safety culture, followed by 9 "Connect & Collaborate" Skills to improve employee safety engagement, teamwork and create a happy working environment.
This course is not suitable for those wishing to learn basic supervisory tasks or who do not believe safety is important. It is for those who have already been supervising and want to learn some cutting edge techniques on how to engage their employees on safety.
The course goes through how to use these skills in toolbox meetings and includes a Toolbox Meeting Template to help supervisors encourage better safety meeting performance.
This engaging and activity based video course (with just around an hour of content) includes a workbook with activities, a toolbox talk template and a quiz. It also provides additional training content to reinforce training via regular fortnightly emails.
The course is structured into seven main topics:
This course is vital to supervisors who want to improve their ability to communicate and engage on safety matters, including making others more accountable for safety.
It is beneficial for companies who want to change their safety culture or who realise that their supervisors are not leading staff or safety meetings effectively. It will also create a workplace where workplace bullying will be a thing of the past.
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|Section 1: Introduction|
|Welcome to "Leadership Skills for a Safe Workplace". Thanks for joining me.
In this introduction, I go through how to get the most from this training program.
The course will take around 1 hour and it will involve you watching this video. There are also activities that need to be done and a quiz. Give yourself around 30-60 minutes to complete these.
Activities are highlighted with an orange background in your workbook and you╒ll be asked to pause the video to do the activity.
Before we continue, I recommend that you print out the following two attachments:
- The Supervisor Leadership Skills Workbook (so you can undertake the activities as you watch the video), and
- The safety or toolbox meeting template.
Now, let's take a look at the learning objectives/goals.
Goal: To train supervisors on how to foster a thriving workplace that is engaged with safety matters, in order to reduce injuries and align staff to a safe, thriving safety culture.
You will learn:
The importance of being a supervisor and why supervisors are the linchpins in a safe workplace, when it comes to maintaining safety.
The three inter-related factors that are necessary in maintaining a thriving safety culture.
9 key skills to influence and connect with staff for better safety outcomes, so that staff at all levels feel they are able to talk freely about their safety concerns and solutions.
Strategies for planning, designing and organising toolbox talks, so that staff contribute and you enjoy leading.
1. The Importance of Supervisors
2. A New Workplace Culture Model
3. How to Connect with your Team
4. 9 Connect & Collaborate Skills
5. Toolbox/ Safety Meeting Best Practices
6. Using the Toolbox/Safety Meeting Template
|Section 2: The Importance of Supervisors|
The Importance of Supervisors
What Makes a Bad Supervisor:
What Makes a Great Supervisor
Research has found that the relationship
between an employee and their supervisor determines how long an employee will
stay in a company and their level of productivity (from the book, First, Break all the Rules by Marcus Buckingham).
Essentially, if you like your supervisor
you like you doing your job.
Managers are catalysts. They help speed up the employee's skills meeting the needs of the company.
What do you think is the key skill that makes a great supervisor?
It's actually communication skills.
Great supervisors are great communicators.
Various studies have shown that positive communication relations between supervisors and employees actually improves safety performance.
The value you place on safe work practices is crucial to the level of safety at your organisation.
Great supervisors foster positive safety
attitudes and encourage sharing of important safety-related information.
Great supervisors strongly support safety systems and processes and really care that all staff are safe. They also believe that reducing injuries is achievable.
As a leader, people will look to you on how to behave correctly.
What you demonstrate and request from staff, as well as you safety standards, determines the safety level at your worksite.
7 Skills of Great Supervisors to improve Safety
1. Foster open, friendly communication and dialogues about safety.
2. Lead by example (not just words, actions).
3. Have positive attitudes towards safety.
4. Value Safety over Production Pressures.
5. Share important safety-related information
6. Enable positive communication between frontline staff and senior management
7. Never ignore poor safety behaviour.
Essentially, great supervisors create a happy, safe and trusting workplace environment whereby staff enjoy their jobs, are more productive and work more safely.
|Quiz 1||1 question|
|Quiz 2||1 question|
|Section 3: A New Workplace Culture Model|
Safety culture means the values, beliefs and attitudes employees share in relation to safety. It is also determined by the commitment, but also both the leadership and communication styles, of management.
Let's take a look at the workplace culture model for high performance companies. It's all about all leaders throughout the company balancing three factors for optimal performance. Thees are unity, compassionate leadership and communication. Balance these correctly and you hit trust - the sweet spot for high performance companies.
High performing companies are unified and have every-one working together as a team. There is no "Us versus Them" mentality.
Humans have an instinctive desire to be part of something bigger than themselves.
Staff want to be part of a group and a successful one that's going somewhere.
It's important that you cultivate a sense of group identity. Use inclusive language.
Encourage teamwork that works towards achieving your safety goals.
Also important is to ensure that everyone realises that they are all accountable for safety. Not just the safety manager.
We all need to feel loved and appreciated.
It's important that companies convey this to staff.
Not just through words, but through the right actions.
Staff and even visitors, will look for visible signs at your workplace that staff are highly valued to the organisation.
By ensuring a tidy work environment, leaders ensure that subtle messages are given that only safe behaviours are tolerated.
This is where senior management reinforce the importance of unity and how important staff are to the company.
Regular, open, clear and authentic communication, is needed, through a variety of methods (email, video, face to face, print), that is driven from the top of the organisation, but is reinforced at all levels.
People love transparency and no hypocrisy.
Make sure any communication is followed up by action and avoid any ambiguity in messages.
For example: A CEO speech saying that the company will increase profitability by cutting back on safety related expenses conflicts with saying that staff safety is a priority.
If you get all these three inter-related core areas, right you get Trust - the secret sauce to high performing companies.
Staff feel safe at their workplace and will do whatever it takes to make the company (or their group) happy.
They also have a high level of camaraderie, positivity and respect for fellow workmates.
After all, when you trust, you feel safe, which is the optimum goal for a high performing culture.
|Section 4: How to Connect Well with your Team|
Before we go into the skills required to connect and collaborate with your staff, let's look at the research behind what actually makes a high performance team.
Marcial Losada, a psychologist, researched 60 work teams. He found there were 3 types: high performance, mixed and low performance teams that he categorised according to customer satisfaction, profitability and peer evaluation scores.
His research found high performance
teams actually performed remarkably differently to the other teams.
High performing teams had:
On the other hand, low & mixed performance teams crumbled under pressure & asked few questions.
Negative comments were made at the same ratio as positive comments for low performing teams,(1:1), while for mixed performance teams there were slightly more positive comments than negative (2:1).
Similarly, research undertaken by Keith Ferrazzi found that workplaces that have high candour have better business performance.
High candour workplaces - staff speak honestly about the risks involved at all levels of the company.
Low candour workplaces - signify a highly politicized workplace where people do what they're told and do not question anything. Slow to make decisions.
While in research "The New Science of Building Great Teams" by Alex Pentland, Harvard Business Review, April 2012, found that there are three factors that contribute to a great team:
1. Energy - Staff members contribute well to the team,
2. Engagement - Team members communicate well with each other, and
3. Exploration - Team members continue finding our more information and creating solutions outside of meetings.
What we know about great safety performance is:
Regular, open communication and consultation about safety is a proven way to reduce injuries and workplace accidents.
|Section 5: 9 Connect & Collaborate Skills|
9. Connect & Collaborate Skills
When to Use
In the book, Positivity by Barbara Fredrickson, she found that:http://www.positivityratio.com/single.php
When to Use
Use this to help team members:
When to Use:
Multipliers by Liz Wiseman,
Being a Supervisor means having to deal with complaints.
As you remember, great supervisors encourage open communication, whereby employees can freely raise safety concerns. This results in fewer accidents.
Supervisors need to make themselves available and open to complaints.
When to Use
Great supervisors have the skills to facilitate open and equal communication with both levels.
This means that if a senior manager wants to introduce a new initiative, they need to get your acceptance.
When to Use
Conversations for Change , by Shawn Kent Hayashi
Difficult Safety Conversations
Human beings can be remarkably biased. Men can often unwittingly have a bias towards women at work even when they think they agree with feminist principles.
|Section 6: Toolbox/Safety Meeting Best Practices|
In this module, you'll learn some easy tips to ensure the smooth running of your toolbox talk meeting.
|Section 7: Using the Toolbox/Safety Meeting Template|
Why you need a Toolbox Template
****Before you begin this session, make sure you have downloaded and printed your Toolbox Template from the supplementary materials. Refer to the template as you do this training session ****
To help you remember your new skills, I've put together further articles, a recommended reading list and video content to help reinforce what you have learnt today. Visit: http://www.digicast.com.au/resources-supervisors and fill out your details.
Transform Your Safety Communication by Marie-Claire Ross
Read more articles about workplace safety and training at:
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Thanks for you time and good luck with improving your workplace!
|Quiz 10||1 question|
|Section 8: Bonus Section|
Free Checklist: 18 Supervisor Behaviours that Produce a Thriving Culture
Thisis a really comprehensive checklist to ensure you recruit the right supervisors and train on the right behaviours to improve your safety culture.Also, a great tool to assess yourself.
3 Factors that Influence Workplace Culture - This is another popular download. It explains three building blocks for creating a high performance culture.
Marie-Claire Ross started her career studying people and organisations at market research companies, thereby developing a deeper need to understand how to improve business processes and systems.
After deciding to help out at a video production house for a temporary position, she grew to love the ability of moving visuals to clearly communicate detailed information, furthering her love for research into an even deeper love for communication.
For the last 14 years, she has worked with large companies in Australia to improve both their safety and training communication materials, creating large scale manual handling, mental health and safety induction training programs.
She is the author of the highly acclaimed book, Transform Your Safety Communication. Her popular Workplace Communciation Blog provides weekly detailed information to business managers who want to improve their training, safety and workplace communication.
Now, despite preferring to work behind the camera, she stands in front of it to deliver the wealth of information she has developed from her research and client projects to help companies improve their safety culture.
In her spare time, she loves to read business books (of course!), cook vegetarian food, play with her children (by getting them to read), jog and dance (but not at the same time).