EHS Leadership Challenges
Coping with greater workloads
Several factors are at work here. Safety managers have to be multitasking masters: simultaneously
responding to upper management, inspiring employees, and ensuring compliance with regulators,
while performing a variety duties such as record keeping, product procurement, and other
Creating a Safety Culture
Perhaps the most significant safety trend to date is the increasing importance in the cultivation of safety cultures. Corporations are investing in this trend, empowering employees to initiate behavioral change, ultimately resulting in safer behaviors. Safety cultures are nothing less than cooperative ventures requiring executive and employee ownership of the total cultural process.
External Sources of Support
Safety Managers need significant support from credible sources and suppliers. The right supplier will have the resources
available to apprise managers of compliance issues and regulatory change. They will understand the possible impact on your programs, and the safety products that will meet or exceed your needs while offering training on those products to
ensure employee safety.
Managing Global Change
As organizations continue to streamline or downsize, the safety manager’s span of control will continue to expand over additional
facilities, divisions, and subsidiaries. Ultimately, language barriers, cultural differences, and the ability to standardize management systems across international borders will challenge safety managers on a global scale.
Current EHS & Management Leadership Training Leaders believe in their s!
Transformational/Servant Leadership; A Management Guide To EHS Sustainability (Management Presentation)
"Transformational and Servant leaders...are those who stimulate and inspire followers to both achieve extraordinary outcomes and, in the process, develop their own leadership capacity. Transformational leaders help followers grow and develop into leaders by responding to individual followers' needs by empowering them and by aligning the objectives and goals of the individual followers, the leader, the group, and the larger organization." (Bass, B. M. & Riggio, R. E., 2008). As a Servant Leader communication is a two-way street. All to often leaders are good at doing the talking but struggle to listen. In this seminar, participants will analyze their own leadership styles, communication skills, and understanding of EHS barriers. Ultimately clarifying their role as a leader and change agent.
Is Your Program Under RAPP's? (Management Presentation)
In the last 25 years what have we learned? Simple! That there are three glaring aspect of any safety program that must be dissected, defined, and disseminated throughout an organization for any level of success to be attained. Those aspects are Responsibility, Accountability & Proactive Participation (RAPP), each of these aspects being equal in weight and value. The absence of any one can and will hinder an organizations ability to proliferate a sustainable safety culture. The following presentation can serve as a simple guide outlining the basic elements needed when organizations focus on creating a progressive safety culture.
Navigating the Behavior Based Highway (Management Presentation)
Despite our best efforts behavior based safety programs continue to focus on mandated participation, observations, and quotas. Over the years several companies have realized that behavioral based safety programs alone don’t make a safety culture. No matter how focused we are, there are still a combination of underlying aspects which need to be addressed in order to achieve a culture where by anyone can make a difference. Before behavioral based safety will survive; before the extremely selfless act
of being your brother’s keeper can occur; before self-defining attributes can be ingrained; a foundation must exist which employees can identify, support, and cultivate. The problem at hand – how to quantify those aspects your employees recognize, support, and emulate. Without a method to measure the cultural maturity of your organization, your behavior-based program may never
leave the proverbial “starting blocks”. (2 Hours)
How Effective is Your Safety Culture? (Management Presentation)
SINCE the 1970s, the safety profession has continued to excel. In that time philosophies have changed, but the never-ending quest for "zero accidents" remains the same. The 1990s explored the human element and behavioral safety. Behaviorists believed employee-driven processes with detailed statistical analysis, systems involving expensive software, videos, and training manuals would help drive safety.
They were right! But remember, we live in America, and profit is the name of the game. What can typically be said in a sentence or paragraph is turned into a book. Of course, any program that is supported or mandated by management will have an effect on
safety performance. The key here is management's commitment.
Understanding How Responsibility and Accountability Impact Your Safety Culture (Presentation)
This session looks at the relationship between responsibility, accountability, and active leadership in an effort to cultivate the managerial skills necessary in establishing a proactive work environment.
Researchers have found that as high as 40%- 50% of employees don't trust management. This sets the stage for an adversarial environment based on distrust and defensive postures. Cultures based on uncertainty, insecurity, and aggression can quickly
become a threat to an organization’s sustainability. Understanding how this occurs is critical to the success of your
global business model. Managers have to be able to establish solid relationships with their employees while cultivating proactive participation across the organization.
At the completion of this session, participants will be able to:
• Understand the relationship between Responsibility, Accountability, and how to promote a proactive participation environment.