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Bianca Souza

on 14 March 2014

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What is
Felt Leadership?

The demonstration of active commitment to safety so that people in the organization correctly perceive leadership’s sincere concern for the safety and well being of all.
Felt Leadership is:
Visible Culture
VS Invisible Culture

Policy: Lock out all equipment before working on it.

Visible Culture:
Invisible culture (Norms)
Why is felt leadership

In the past two weeks at work:

-What did you do to set a good example of safe behavior for employees?

-What more could you have done to set a good example relative to safety behavior?

What are the Characteristics of Felt Leadership?

Practical ways to demonstrate
Felt Leadership in Safety

1.Be visible to the organization

2. Be relentless about spending
time with your people

3. Recognize your role
as a teacher/trainer/coach

4. Develop your own safety skills and pass them on to the organization

5. Behave as you expect others to behave

6.Maintain a self-safety focus

7. Confirm that safety is a priority

8. Accept nothing less than total commitment

9. Show a passion for achieving ZERO injuries, illnesses, incidents

10. Celebrate and recognize
“ZERO” successes

* Strong personal involvement
* Setting an example
* Building of urgency, accountability, willingness
* Setting high standards and expect no less from
* No tolerance for unsafe acts
* Helping others to stay safe
* Do as you say or “walking the talk”

Felt leadership is the demonstration of the ability to influence peers to be safe through:

Identify 2-3 things that every supervisor should do to
demonstrate their safety leadership and commitment of Safety

In your table groups
a leader
a leader
a leader
Coaching moves people from

Guidance, support, and feedback about performance
Rewarding aspect of your leadership

Help us attract, develop, and retain high-performing talent

Unlocking other people's potential to maximize their own performance

Coaching is not a transaction but a relationship. It requires commitment and follow-up to continue to build skills

Coaching requires movement – present state to desired state

Share own thoughts, feelings, and rationale to build trust

Provide support without removing responsibility to build ownership

“Practice does not make perfect. Only perfect practice makes perfect.”
Vince Lombardi
Breakout session
-Coaching scenarios
Safety Action Plan
A Continuous Improvement Process

Are the areas of improvement clearly identified?

Do you have very specific, actionable things to do?

What resources will you need; do you know how to find them?

Do you have a timeline for action?

Do you have a follow-up plan; to help ensure that what you intend to get done actually gets done?

“I’m Responsible”

This two-word sign was on the desk of Rudi Giuliani, mayor of New York City during the 9/11 attacks. His leadership philosophy was that accountability started with him.

Lets use this example of leadership for safety excellence, let it start with each of us, every day as we are all
Committed to ZERO.

Everyone’s Accountable, all of the Time
Describe a
concrete situation
Listen without

Explain effects
on you

Don't argue or defend yourself

Probe for

Give concrete suggestion or recognition/ encouragement

Pause for clarifying questions or response

Thank the other person.
Acknowledge the other person's point of view. Consider whether/ how you can apply the feedback

3 Ps
Purpose -
Why are we having this workshop?

Provide DuPont Pioneer supervisors with tools to effectively lead and advance our safety culture.

Workshop for leadership & employees

Better understanding of
our safety culture

Clear understanding of your role
and required leadership behaviors

Shared understanding of what it takes to lead and manage safety

Personal safety action plans

Source: McKinsey

- Workshop Purpose
- Core Value Contact
- Introductions and Check in
- Safety Culture
- Our Journey to improvement
- Felt Leadership
- Effective Coaching
- Personal Safety Leadership Plan

Schickler video
Power to create change
Coaches can create CHANGE in the safety culture:

1. Engage: Create open Dialogue, be present
2. Stimulate: Encourage collaboration, creativity
3. Energize: Discuss safety with a passion
4. Challenge: Motivates, strive for safety excellence

It is ok not to when:
- In a hurry
- Routine task of short duration
- I’ve done this 100 times
- Exposure will be very short

Status are those things to which we give importance
Recognize and reward behaviours and accomplishments you value
Taboos are behaviour that are not acceptable or tolerated
Rituals are those interactions that go on regularly and frequently
Culture Model
What do you expect to learn from this workshop today?
Is there anything standing in the way of your full attention today?
Full transcript