Coaching Up Safer Work Sites

Most traditional responsibilities of team leaders are still as important as ever. Still, today's challenges demand leaders who oversee others to develop and use situation-appropriate soft skills.

 Traditionally, effective supervisors are responsible to:

• Get results primarily by directing people and getting their cooperation

• Develop good followers

• Get people to understand good ideas

• Develop strength within their team

• Implement directives from management

• Help people change when directed

 Today, in addition, they must also be able to:

Involve people and help them invest their personal commitment

• Coach and develop good initiators

• Enable people to generate good ideas

•  Develop strength with their team, other teams, and supervision

• Initiate new ideas and directions themselves, at their own level

• Generate positive innovations with their people without those changes being imposed from above

 Traits of Effective Leaders

The most effective leaders use these techniques to lead, motivate, and improve the performance of their teams. 

 They build and maintain a cooperative, results-oriented work climate.

• They deal with adverse situations as constructively as possible

• They stay balanced and objective in their approach to people and problems

• They remove barriers to understanding and cooperation

• They help team members maximize their motivation

• They keep relationships in the cycle of continuous improvement

 Addressing At-Risk Behavior

Focus on the behavior, issue, or situation, not on the person.

A leader's role is to assess situations and let workers know when things are going well or improvements are needed.

Generally, people can accept questioning, even criticism, as long as they don't feel they are being attacked personally. When a person feels they are being personally attacked, they typically fight back or withdraw. They focus on defending themselves, not on the problem. No matter the reaction to personal criticism, the issue can remain unresolved.

It is crucial to focus on the facts of a situation and not on a person's character or personality traits.

Personal judgments (focused on the person)

'You have a lot to learn before you'll be a good technician.'

'You're lazy at logging problems with your equipment.'

 Factual observations (focused on the situation)

'The quality of this project is not up to snuff. Let's sort out the details, and I'll answer your questions.'

'The standard is to complete the logbook each morning. That hasn't been done for three shifts. Let's review the requirements.'

 Build the confidence and self-esteem of others

Your opinion of your team is important to them. You are in a leadership position, and the people around you want to feel that you value and respect them as individuals. Building the confidence and self-esteem of others is critical to getting good results and consistently meeting or exceeding standards. People with high levels of self-confidence regularly attempt to do their best to produce top-end results.

A newer phrase that touches on the same elements is psychological safety. Where team members feel confident about asking questions and offering opinions without fear of negative reactions. We have all dealt with situations where we offered a comment or a suggestion only to have a peer or leader reject it out of hand. Unthoughtful reactions tend to shut down dialog and corrode team culture.

Personal judgments (focused on the person)

'That's just what I expected from you, another near-miss!'

'I'm not sure you can handle this without someone more experienced to look after you, but I have no one else.'

 Factual observations (focused on the situation)

 'We value safe work around here. Let's sort out what happened.'

'This job might be a little tricky. What do you think could do sideways here?’

Maintain constructive relationships with your team, peers, and other stakeholders

Poor relationships make every job more difficult. Healthy relationships can reduce stress, build trust, and enable team members to focus their energies on getting the job done.

Maintaining constructive relationships means treating people as you'd like to be treated. This doesn't mean you need to be everyone's BFF, but everyone appreciates common courtesy and thoughtfulness.

Deal with today's problems to make working with people in the future easier, not harder.

 Personal judgments (focused on the person)

‘Your crew continues to get in our way. We’re barricading this area, and your guys will have to work somewhere else.’

 Factual observations (focused on the situation)

‘It looks like a problem is brewing between your people and mine. Let's get this sorted out.’

Take the initiative to improve situations

Taking the initiative to head off problems avoids the costly results of crisis management. Rather than waiting until minor situations flare into a major conflict, the effective supervisor deals with issues as they arise while the damage is contained and the solutions are easiest to implement.

Taking the initiative is more than just avoiding crises. It also means continually looking for ways to improve all aspects of the work. Watch for ways to improve efficiency, safety, quality, morale, and work coordination. Encourage action whenever you or your people see an opportunity for improvement or a potential problem.

 Lead by example

Your actions greatly influence people - even the little things you do. People notice the little things because we communicate mostly non-verbally.

People draw conclusions from what you do more than what you say. Ignoring a safety issue or shrugging off direction from your team leader sends a clearer negative message than any later speech about cooperation.

Similarly, well-intentioned words about building trust can be easily discounted by one sarcastic comment about someone else. Actions indeed speak louder than words. Your leadership example, in action, is needed to give your workers a positive model of how to:

• Choose the right priorities.

• Make fair decisions based on the goals of the organization and the circumstances of the moment.

• Deal constructively with your team, your peers, managers, and other stakeholders.

• Deal with change and foster innovation.

Almost everything you do as a leader on a work site is an example for others. The messages transmitted through your observable behavior need to be chosen wisely. Your actions on the job influence others, even when you are not thinking about it.