Transformational Safety and Health Leadership Mid-Atlantic Safety and Health Conference Transformational Safety and Health Leadership John L. Henshaw, MPH, CIH Senior Vice President – Managing Principal IH and Safety, ChemRisk, LLC Former Assistant Secretary of Labor for the Occupational Safety and Health Administration (OSHA) 2001-2004 April 28, 2011

OSH Management system: A tool for continual improvement World Day for Safety and Health at Work - April 28 OSH Management system: A tool for continual improvement This year’s theme for the day is “Occupational Safety and Health (OSH) Management System: A tool for continual improvement”. ILO data, an estimated 337 million workplace accidents and 2.3 million deaths occur per year, or some 6,300 deaths every day. ILO - OSH management systems can make a difference. House and Senate Bills Introduced to Codify VPP Contact: Sanna Raza via email: Communications@vpppa.org Falls Church, Va. - Recognizing the importance of the Occupational Safety and Health Administration's (OSHA) Voluntary Protection Programs (VPP), leaders from the United States Senate and the House of Representatives introduced legislation to codify the programs on April 13, 2011. Sen. Michael B. Enzi (R. Wyo.), ranking member of the Senate Health, Education, Labor and Pensions (HELP) Committee, introduced the Voluntary Protection Program Act (S.807) jointly with Sen. Mary Landrieu (D-La.), chair of the Senate Small Business Committee. On the House side, the charge was led by Rep. Tom Petri (R-Wisc.), senior Republican on the Subcommittee on Higher Education and Workforce Training, and Rep. Gene Green (D-Texas), with H.R.1511. The introduction of the bills highlights VPP's successful track record of significantly improving safety and health at more than 2,500 worksites across the U.S., covering approximately one million employees and saving the government more than $59 million and the private sector more than $300 million, no small feat in this economy. This bi-partisan effort aims to ensure the continued success of VPP and an expansion to include more of America's small businesses. "The Voluntary Protection Programs have encouraged a culture of health and safety in the workplace that saved the government and private sector millions of dollars by avoiding injuries and illness," said Sen. Enzi. "And in this economy every little bit helps. As a former small business owner myself, I understand that maintaining a safe workplace is just as important as turning a profit." "The number one responsibility of any employer is providing a safe workplace for its employees," remarked Sen. Landrieu. "The VPP is a great example of how the right public-private partnership can succeed in reducing accidents at work, but these partnerships are not a replacement for stricter mandatory workplace safety guidelines, especially in dangerous occupations." "We need a more effective relationship between OSHA and employers," said Rep. Petri. "There are times when OSHA has to be heavy handed, but most employers want to run safe workplaces." "The Voluntary Protection Program is one of the few programs that has achieved unified support from both union and non-unionized labor, small and large businesses and government," added Rep. Gene Green. "I am proud to work with colleagues on both sides of the aisle to codify this important safety program that saves money while protecting workers. In Texas alone, 327 worksites participate in this program that employ, in total, over 50,000 workers." As an association representing worksites that are participating in VPP or pursuing VPP status, the VPP Participants' Association, Inc. (VPPPA) applauds the introduction of S.807 and H.R.1511. "On behalf of VPPPA, I'd like to thank Sens. Enzi and Landrieu and Reps. Petri and Green for introducing this crucial legislation," said VPPPA Executive Director R. Davis Layne. "VPP reduces injuries and illnesses, increases competitiveness and productivity, saves money for businesses and taxpayers and, more than anything, it saves lives. I'm confident that our members will reach out to President Obama and to their congressional representatives in support of the Senate and House bills." VPPPA, Inc., a nonprofit 501(c)(3) charitable organization, is dedicated to promoting advances in worker safety and health excellence through cooperation among communities, workers, industries and governments. The approximately 2,100 VPPPA member sites primarily consist of worksites that have been approved, or are seeking approval, into VPP as administered by the Occupational Safety and Health Administration (OSHA), state-plan OSHA and DOE. --end--

OSHA established on April 28, 1971 OSHA, state partners, employers, safety and health professionals, unions and advocates Workplace Fatalities – 14,000 in 1970 4,340 in (2009 Employment >130M - >7.2M worksites Rate serious injuries and illnesses 11 per 100 workers in 1972 3.6 per 100 workers in 2009 Still 12 workplace fatalities each day Still 3.3M serious injuries/illnesses each year 65% The Occupational Safety and Health Administration was established in 1971. Since then, OSHA and our state partners, coupled with the efforts of employers, safety and health professionals, unions and advocates, have had a dramatic effect on workplace safety. Fatality and injury rates have dropped markedly. Although accurate statistics were not kept at the time, it is estimated that in 1970 around 14,000 workers were killed on the job. That number fell to approximately 4,340 in 2009. At the same time, U.S. employment has almost doubled and now includes over 130 million workers at more than 7.2 million worksites. Since the passage of the OSH Act, the rate of reported serious workplace injuries and illnesses has declined from 11 per 100 workers in 1972 to 3.6 per 100 workers in 2009. OSHA safety and health standards, including those for trenching, machine guarding, asbestos, benzene, lead, and bloodborne pathogens have prevented countless work-related injuries, illnesses and deaths. Th is timeline highlights key milestones in occupational safety and health history since the creation of OSHA.

Number of Safety and Health Professionals, 1938-2009 Three Occupational Safety and Health Associations in the U.S. We are not the largest I don’t have figuers beyond 2007, 2008 and 2009 but I would venture to say in all three organizations the memberships at best stayed the same or most possibly declined in last three years Notice the growth curve for ASSE

Practicing Certified Industrial Hygienist World-Wide and Outside U. S Practicing Certified Industrial Hygienist World-Wide and Outside U.S. (via mailing address) Now ABIH Certified Industrial Hygienist While the Certificate # is well over 9,000 – Active CIHs is at 6596 as of end of 2009 Of those – there are 553 practicing CIHs living outside the US – presumbly practicing in other countries. For example 306 living in Canada, 30 living in Australia. Not considering US residents practicing outside US which no doubt there are many but promidently ~6000 CIHs are practicing in US Slightly growing ROW practice 1990 – 235 non US Residence ~7% 2009 – 553 “ ~8%

Four Phases of Safety and Health Improvement Transactional Engagement Transformational

Chief Executive Office The behavior (actions/no action) of every individual in an organization influences culture and outcomes Fatalities Loss Time Recordable First Aid Behaviors Chief Executive Office Senior Executive Manager Supervisor Co-worker Employee Equipment/ Systems Conditions

Transformational Leadership The fundamental difference between transactional leadership (TAL) and transformational leadership (TFL) is: TAL focuses primarily on the work TFL focuses on BOTH the work and the worker

Peter Drucker “His concepts turned companies away from treating employees as cogs, persuading management to think of workers as assets and partners – which is how the best companies behave today.” USA Today, 11/06

Managers vs. Leaders Managers… Leaders… Go by the numbers Emphasize training Speak first, then listen Strive for compliance Lean on mandates Live by measurements Focus on activities Emphasize education Listen first, then speak Offer opportunities Emphasize expectations Don’t measure everything Source: Scott Geller (2005), “People-Based Safety”

Zero Injuries Management Leadership Job-focused Organization Functional Cultural Zero Injuries Goals Vision / Values Mfg/Service Engagement Management Leadership Tasks Practices Job-focused Behaviors Employee-focused Adapted from Tosti and Jackson, Vanguard Consulting

“Individuals perform best when they are respected, valued and trusted by someone who genuinely cares for their well-being.” Heroic Leadership, Chris Lowney

Transactional Leadership… …is not bad leadership, in fact transformational leadership includes the “focus on work” aspect but in addition it focuses also on the worker. As with so many leadership characteristics the concept of BALANCE comes into play. Transactional leadership will not maximize/optimize the contributions of the work force.

Transactional vs. Transformational “Transactional leadership is not concerned with stimulating change in individuals. Instead, it views leadership as a transaction between leader and follower.” “Transformational leadership is the idea that leaders can help transform organizations, as well as individuals – from one level to another – to produce significant positive change.” Kenneth Jones, Ph.D.

Transactional Leaders A quid pro quo relationship between the worker and leader Task oriented e.g. regulatory compliance Preserves existing culture, conditions and practices i.e. preserves the status quo Likely to focus more on the WORK than the WORKER

Transformational Leaders Results in the worker’s values aligning with their leader’s values Empowers the worker to engage in the work process e.g. go beyond their self interest The leader is personally engaged with the worker i.e. the leader CARES about the worker Focuses on both the WORK and the WORKER

Transformational leadership can impact: Safety Health Quality Productivity Customer satisfaction Other

On becoming more transformational Three overarching attributes: Listening – a skill Caring – an attitude >> behavior Enthusiasm & Passion - observable

WHY LISTEN? “Seek first to understand, then to be understood.” (Covey) To build relationships To “make the sale” To resolve conflicts To negotiate successfully To show you care To build trust/establish credibility

Transformational Leaders Care “People don’t care how much you know, until they know how much you care.” Empathy is critical to the caring process. “Walk a mile in their moccasins.” “I feel your pain.” “You see how they see it, you feel how they feel it.” Covey

“The hard stuff is easy; it’s the soft stuff that’s hard.” Leadership “The hard stuff is easy; it’s the soft stuff that’s hard.” Fred Smith, CEO Federal Express

P. 28: The five personality traits P P. 28: The five personality traits P. 43: The four style characteristics P. 48: The seven leadership best practices

Characteristics of a Transformational Leader Challenging Engaging Inspiring Influencing Employee Engagement =

Transformational Leadership in Action

Best Practices Transformational Safety and Health Leader Vision Credibility Action Orientation Collaboration Communication Recognition and Feedback Accountability Source: Krause, T.R. (2005) “Leading With Safety”

Vision Acts in a way that communicates high personal standards in safety Helps employees question and rethink their assumptions about safety Communicates the organizational vision through word and action

Vision (continued) Demonstrates willingness to consider and accept new ideas Helps employees consider the impact of their actions on the safety of others, and on the organization’s safety culture Challenges and inspires employees around the safety vision and values Describes a compelling picture of what the future could be

Collaboration Promotes cooperation and collaboration in safety Asks for and encourages input from employees on issues that will effect them Helps employees resolve safety-related problems for themselves Encourages employees to implement their decisions and solutions for improving safety

Collaboration (continued) Seeks out and listens to diverse points of view Expresses confidence in the ability of employees Supports the decisions that employee make on their own Gains commitment of employees before implementing changes

“The closest thing to magic in organizational change is getting employees excited about what is going on. And the most effective way to do this is to involve them, to give them actual responsibilities in making the mechanisms and processes work.” T.R. Krause

* Feedback and Recognition Publicly recognizes contributions of employees Readily recognizes employees for safety work well done Praises safety efforts more often than criticizes them Gives positive feedback and recognition for good performance Finds ways to celebrate accomplishments in safety

Safety and Health Leadership - Best Practices Transformational /Transactional Vision Credibility Action Orientation Collaboration Communication Recognition and Feedback Accountability Source: Krause, T.R. (2005) “Leading With Safety”

Leadership is… Situational Contextual Behavioral Therefore one can improve one’s ability and impact as a leader.

High Performance Work System Engagement Model Transactional Transformational