Chuck Noll’s Leadership Legacy

Chuck Noll's human body was laid to rest today but his legacy lives on forever.  The very recent passing of Chuck Noll, Hall of Fame coach of the Pittsburgh Steelers has stirred the emotions and thoughts of many.  Chuck Noll is the only NFL head coach to win four Super Bowls and may be the greatest NFL head coach of all time.  Charles Henry Noll never received the credit he truly deserved but those closest to him realized his exceptional leadership qualities, almost instantly.
  

In the local press coverage, former players and those from the Steelers’ front office have had the most to share about Coach Noll.  He had many outstanding leadership qualities but one of the most highly regarded was his candidness.  Chuck Noll knew how to be very straightforward about performance but he wasn’t deeply offensive – he had tact. We can learn from Chuck Noll by being forthright and candid about safety related performance.

          1.  Be as direct about performance issues by being as open and honest
               as possible.
          2.  Don’t make it personal or use name calling to defeat someone.
          3.  Don’t wait to address performance issues - the earlier the better.
          4.  Don’t belittle someone in front of their peers or others.
          5.  Use your words carefully – some words cut deeply and humiliate.

It takes courage and tact to be appropriately candid, but it is very necessary in order to hold people accountable and to set a standard of performance that will define your culture for safety.  Mike Tomlin, the current head coach of the Steelers often uses a phrase that characterizes the Steelers’ culture of success, “the standard is the standard.” 

The Steelers’ standard of success didn’t start with Coach Tomlin, it started with Chuck Noll.  Learn to be candid about safety performance; it will go a long way in setting and defining your own standards of success. 

Where's Your Deadline Now?

Deadlines and Shutdowns May Define Your Culture for Safety

During most of my college summers, I worked heavy construction. In nearly all of those jobs, I experienced scheduling pressures. As a bottom man or laborer, I was placed in physically demanding activities that were dirty and dangerous.  We took lots of chances because we thought our calculated risks were necessary to achieve our short-term goals.

Through my summer jobs I gained a great deal of respect for those who work construction and in the trades.  But the push to get it done was an everyday part of the job, especially in the 1970s.  Thirty years later, I’m thankful to be alive, and realize that my construction experiences lead to my career in safety.

Don’t Run The Red Light - Be a Safety Leader

For all sorts of leaders, it’s easy to justify what’s not right or to take measured risks.  Think about your driving routines.  You’re late for work or an appointment.  Nobody’s around so you exceed the speed limits or run a yellow light.  Pretty soon you start running the red light and increasing your speed even more. 

We get pretty good at rationalizing our actions as a necessity and generally continue with our path of action until something bad happens – a ticket, close call, or an accident.  The same thing occurs in the workplace when it comes to schedules and deadlines.  We push the envelope, cut corners, take short cuts, or place workers in risky activities that aren’t acceptable.  In some way, leaders and workers overestimate the value of their particular risks and actions.

In their own minds, leaders and workers rationalize the acceptability of their particular exposures and actions – “we have a schedule to meet – it’s just one time,” or “the customer has to have it” and “we’re losing big money on this and it might mean my job”.   The list continues and thoughts of justification, looking the other way, and related actions become quite the slippery slope.

Reframing Deadlines

What about schedules and deadlines - aren’t they mostly artificial?  Will a few hours of downtime, or even a day, really break your organization?  Are there ways to negotiate timetables, reduce the risks, and still be able to move forward?

Unrealistic and unnecessary downward pressures on your front line leaders will eventually cause a backlash that disrupts the performance capabilities of your workers.

Management has to learn to become increasingly open to listen to its front line leaders (and workers) in a very genuine and transparent way.  There has to be enough trust to believe in what front line leaders are saying and allow them to push back, slow things down, or to stop work altogether.

Management and Supervision – Keep It 68 and Breezy

Supervisors play a big role in defining a culture and have to be able to push back and keep the heat off their workers.  By doing so, supervisors foster a culture of trust and a manageable pace for work - especially when operations have to be slowed or stopped.  I have a few additional thoughts. 

     1. Be objective about your situation and attempt to understand perspectives of management and the worker.  Sometimes leaders may need to talk to others to gain a clearer viewpoint of scheduling issues that are often negotiable.  Additionally, the view of safety professionals may provide greater clarity regarding the risks and possible changes that will lessen potential downtime. But don't look too far ahead and enlist the support of others, right away. 
 
     2.  Many young athletes wear a rubber bracelet as a reminder to remain calm when situations become difficult.  The printing on those bracelets reads, 68 and Breezy.  That can become your mantra too.

Supervisors have to be especially aware of their emotions, keeping them in check and holding back.  Fight potential outbursts and remain calm.  Don't get too fired-up or say things you may regret by verbally smearing others.  Even more, part of gaining control is learning how to say it – speaking up about what’s necessary, without being too emotional, defensive, disruptive,
or demeaning.

You have to weather the storm for your workers.  If you show that you’re upset and rattled, that affect will trickle down to your workers, causing unwanted emotions, distractions, and a lack of focus. 

     3. Management needs to remain very aware of reasonable amounts of justifiable pushback and the trust that will be developed through it.  Senior leaders and seasoned supervisors know there will be obstacles – that’s why they’re needed.  Leaders who’ve been in similar positions to slow down or stop operations realize there’s a workable solution and process – step back and slow it down, evaluate risks collaboratively, allow each side time to push back, mitigate the risks to the lowest possible levels, and move forward.  Finally, keep communicating so that necessary adjustments can be made. 

From a strategic viewpoint, improving bid processes is a proactive measure that may allow for changes in contract adjustments that afford “cost-plus enhancements”.  This is especially relevant whenever additional safety requirements or stoppages are needed.  As an example, contractual changes may highlight requirements for additional time and expenses that relate to fall protection or excavation safety.  Proactive measures must always be identified as a viable long-term solution.

Organizational Pressures and Storms

Various pressures to meet deadlines may cause or lead to poor communications, cloudy thinking, confusion, and conflicts.  Even more, emotional pressures within your leaders and workers will eventually bring about judgment errors and mistakes that will prove costly on a number of levels.  

The way you and your leaders manage deadlines, risks, slowdowns and the potential havoc created by stoppages, will define your safety culture in various ways, but particularly with regard to your ability to engage. 

The great 1^st Century B.C. writer and mime, Publilius Syrus, once wrote, Anyone can hold the helm when the sea is calm. 

Sadly, in the midst of your storm, when that incident or fatality occurs, you may have to ask your leaders, where’s the deadline now?

David J. Sarkus, MS, CSP is an author, speaker, consultant, and coach with over 30 years of experience. He has written five books and more than 60 evidence-based articles. He is president and founder of David Sarkus International, Inc., which provides a full menu of safety leadership and culture driven services for some of the biggest and best run organizations in the world.  Please visit www.DavidSarkus.com for more information. David can also be reached at 1-800-240-4601.

From Dubai - Your Standard

I am very fortunate to be able to travel the world through my work.  I just got back from Dubai and had a great trip!  It is so interesting to see other parts of the world and experience different cultures.  In fact, I spoke to a group with participants from every corner of the world, and I do mean every corner.  

We did some fun things too, like a desert safari and barbecue – yes that's me in the photo.

Getting to my point, with such a diverse group and varying degrees of risks that are managed in some organizations, I believe it is critically important to lead from one standard of performance, with a unified vision for safety excellence.  With one standard and one vision, there is a common pull and clearer expectations that can be proactively lead and managed.  I often stress that every organization has to believe that "Their Standard - Is The Standard!"  I also believe there are a number of benefits to this approach:

• One vision for safety excellence keeps everyone looking forward in the same direction at the same image for excellence.
  
  
• Expectations can be lead, managed, audited and aligned in a uniform way.
  
  
• There's less confusion when it comes to rules and worker expectations and that means less conflict and agreement with regard to fairness - so important.
  
  
• Your standards remain high regardless of schedule and other cultures around you that may influence your workers in one direction or another.
  
  
• There's clarity for your customers when they recognize how you lead EHS performance and align your standards for sustainable excellence.
  
  
  

One vision and one standard of EHS performance are becoming more and more important with our global influences.  Many of you realize this but there is much more work to be done – it never ends.

If you are looking for a speaker who addresses the importance of leadership, culture, communications, and coaching, please take a look at these newer testimonial videos.  The second one down, the middle set is from a recent conference in Maryland.  The last set is good too - just got back from RILA in Indianapolis.

Again, here's the link: http://davidsarkus.com/testimonials.php.

Thanks for taking the time to read about my thoughts and travels!

Do Your Leaders Have Empathy?

I love the reality show Undercover Boss but I have to watch it alone because I often become a little weepy!  I’ve gotten much softer with age.  You probably know what generally happens in each show.  A company executive plants himself in his own organization in order to find out what’s really happening and to make improvements.  He works side-by-side with individuals who perform some of the most difficult, demanding, and dirty jobs in the company. 

After a short period of time, the undercover boss gets to know people in very personal ways and also finds out first-hand about their work challenges. 

Near the end of each episode, after getting all kinds of unfiltered information, the leader begins to make various organizational changes.  Finally, the Boss meets one-on-one with some of his “recent co-workers” and discloses who he is and his role.  Each employee is usually completely surprised.

What We Can Learn

In nearly every episode, Undercover Boss reveals some very good leadership lessons.  The undercover boss connects with his employees in ways that bring out different kinds of emotions.  For me, many scenes are quite moving – that’s why I watch alone, so nobody sees teary eyed, David – ha ha ha. 

In particular, there’s one episode with Mitchell Modell of Modell Sporting Goods that I’ve especially enjoyed.  Mitchell really connects with his workers and it shows.  Below, I’ve unveiled four tactics that Mitchell uses to empathize and connect with his workers.  We can use these same principles to get our leaders more engaged with their workers and workers to their leaders.

1. Listen till it hurts.  By its very nature, productive listening is hard work, especially when it comes to something as important as safety.  Asking the right questions, listening actively, and acting upon important feedback is critical.  But listening also affords opportunities to feel what the workers are feeling and to better engage with them concerning their challenges and avenues for improvement.  Listening shows concern and opens communications for ongoing safety improvement.  

      2. Look through people not at them.  Mitchell Modell does something that not every leader is able to do.  He looks through people in order to feel what they feel and value the same.  He sees their living situation, financial challenges, and the families they are attempting to support.  All of this draws the leader into a more empathetic state but also endears the worker to the leader.  This alone can pay big dividends, especially when done for the right reasons. 

3. Meet on their turf.  Leaders who are like the well-connected undercover boss know the importance of working with and listening to their employees on “their turf.”  And their turf is a breeding ground for discovering possibilities for improvement and increasingly open two-way communications.  Their turf is where workers can more readily point out specific challenges and the reality of their everyday environment.  But it takes time, patience, and a leader who really wants to become more transparent. 

4. Show appreciation.  Near the end of each episode of Undercover Boss, some workers are given raises, bonuses, monetary gifts, and promotions because of their input and daily efforts.  On other occasions, workers are simply recognized for their hard work.  Mostly, this is what every employee wants – appreciation for their efforts.  And when it comes to safety, people need to be shown appreciation and recognized for their feedback and effort.  Showing appreciation is free and can easily be displayed through a kind word or thoughtful gesture.  However, I see organizational leaders miss regular opportunities to show appreciation for various safety-related efforts each and every day. Showing appreciation costs absolutely nothing!

In The End...

I really don't care if some believe that Undercover Boss is staged or contrived.  It provides valuable insights regarding the way leaders are able to connect with their workers and how each side can become more engaged and productive.  Boss also brings out the kind of “leadership empathy” that is so sorely needed in today’s fast paced organizations.  It is the kind of empathy that I observed with some of the best leaders that I’ve coached and consulted for over the last 30 years.  These are leaders who are able to experience greater productivity because they engage through empathy – and safety is all about productivity improvement, just ask me!

Many leaders need to tap into their own empathy and use it on a more consistent basis.  Peter Drucker once stated that empathy is "the number one practical competency for success in life."  At the core of one’s culture for safety, I believe that empathy is a practical competency that builds trust and ongoing reciprocity.

I believe empathy can be taught, discovered, learned, and effectively used for the good of an entire organization – especially in terms of ongoing safety improvement which impacts morale, productivity, and quality too.  It may take the right circumstances, but you need to give empathy a try.  I’ve provided a start, and I’m trusting you’ll find a bit more empathy too!


Note:  Reprints or reuse must include the complete bio below.

David J. Sarkus, MS, CSP is an author, speaker, consultant, and coach with over 30 years of experience. He has written five books and more than 60 evidence-based articles. He is president and founder of David Sarkus International, Inc., which provides a full menu of safety leadership and culture driven services for some of the biggest and best run organizations in the world.  Please visit www.DavidSarkus.com for more information. David can also be reached at 1-800-240-4601.

Three Critically Important Leadership Traits for Sustainable Safety Excellence

I’ve been fortunate enough to have consulted, coached, and spoken for thousands of leaders across the globe.  And I feel strongly that every leader who is credible, fair, and cares about his workers can push their performance to an entirely new level – particularly if these three traits are used as their primary base of influence. 

I also feel that every leader who plays a part in improving safety performance will have to take a least a few leadership characteristics to heart and embrace them in order to achieve ongoing success – especially our operational leaders who are closest to the work.

The Big 3

1. Credibility.  Entering my aerospace career, I accepted a job that my predecessor occupied for more than 35 years.  His name was Ralph and he had an excellent reputation and people listened to him because he knew safety in a very specialized arena.  He worked hard with everyone and followed through on his efforts.  People respected Ralph because of his expertise and the trust he built with others.  He honed his skills and was known throughout the country.  Ralph was also a part of a number of national standards committees that had lasting impact on safety.  I had big shoes to fill but I worked as diligently as possible to build my own expertise and trust within a very large organization.  It took time, but people began to take notice – I built some of my own credibility, not to the same extent, but I too developed expertise and trust.  That’s what credibility is about - building expertise and trust – but it takes time. 

Operational Credibility

Safety professionals have to ensure that a capability and credibility transfer occurs to help build leadership support within their own organizations.  Operational support and leadership for safety is required at the top, in the middle, and at the front line.   Even more, operational leaders who build personal credibility step up and drive safety performance, when it needs to be driven.  Credible safety leaders get behind the vehicle and push it.  They don’t simply cheer others on – they get to know people and get their hands dirty, much like Ralph in my aerospace discussion.

Credible operational leaders aren’t baffled by poor safety performance because they know what it takes to reach exceptional levels of safety achievement.  They’ve often been coached by safety professionals and have taken the time to improve their safety knowledge.  They’ve also built substantial relationships by developing trust with people – on the floor and in the field.  Trust takes time because it requires that leaders meet with people on their turf, where they live, in their part of the organization.  Some leaders don’t like being on others’ turf, it can be uncomfortable and unsettling.  However, credible leaders walk the talk and deliver - even when there’s discomfort.  Credible leaders take the time to learn and understand the programs, processes, practices, people, measures, and metrics that are required to sustain a high level of safety performance.  They know much of what it takes – I’ve worked with and coached such leaders.    

2.  Fairness.  During my career, I’ve been part of various incident investigation teams that evaluated several egregious losses and injuries.   I worked with individuals from engineering and operational groups who knew the operations well but also knew the critical aspects of safety.  Our collective support drove recommendations and system improvements to preclude recurrence.  In some cases, individuals were dismissed because of errors and omissions that occurred.   However, in most cases where severe discipline took place, and leaders were perceived as fair, discipline was accepted with a less bitter aftertaste.  People moved on with lesser forms of residual pain.  And typically, the organization, the leaders, and those who were disciplined, were all better off for having moved through a difficult and challenging process.  But the key is fairness – always be fair.

Being Equitable - Day-in and Day-out

Fairness is also about being equitable with resources such as time, tools, materials, people, and processes.  When leaders pay lip service to raising the standard of performance for safety without appropriate resources, workers soon realize what they’re up against.  When leaders don’t take a long hard look at system and process failures along with other leaders who must be disciplined, not just the worker, their decisions will soon be perceived as unfair.  A lack of fairness and safety equity becomes a barrier that few can break through.  Being less than equitable with safety creates an organizational system of defenses that will not allow others to be their best or to allow a culture of safety excellence to form and ultimately flourish.  You see, these kinds of leaders want to build a façade, a superficial type of safety excellence where probing questions simply aren’t welcome. 

Fairness, being equitable, is a critically important leadership and organizational trait that will long be remembered well after tough decisions are made. 

3. Caring.  Anyone who has read my work over the years quickly realizes that I’m easily marked by my thoughts on caring leadership and leading from the heart.  And I’ve worked with many great organizational leaders who have lead with the heart long before I knew what I was talking about.  Nearly 20 years ago, I was delivering leadership training for a large Fortune 50 organization when I soon realized that I had some great leaders in the room.  How did I know?  I had a lot of survey data and I simply listened to their workers.  Those who I spoke with told me, “our boss always asks about us first and he really cares about us.”  I also heard, “our boss asks about what we think when it comes to safety issues and concerns and he really listens.” And “our supervisor acts on what we tell him.” Well, I quickly found that these leaders connected with their people, they listened and responded appropriately.  They had exceptional results as well – years, even decades without serious incidents or recordable injuries.

The Foundation

Caring leadership helps to establish a more stable and sustainable foundation of influence and power.  For me, caring leadership is about putting others’ best interests in mind.  It’s about keeping people safe – sending them home the way they were hoping to be sent home. 

A big part of caring leadership is about listening.  Caring leaders become more approachable because others know they’ll be listened to and heard.  These kinds of leaders are open to differing viewpoints because they see the many benefits of gathering input from as many as possible and acting upon that feedback.  Broader forms of safety input bring about less resistance and greater forms of commitment from those involved.  Serious incidents and losses are avoided because open discussions lead to proactive interventions – before the Big One occurs!

But caring leadership takes time, patience, and it requires that we meet people on their ground, in their space.  Leaders will have to listen until it might begin to hurt.  But that’s how leaders acquire more empathy and become better leaders.   And that’s how we turn followers into safety leaders, champions, and safety coaches. 

Listening and empathy also puts us in touch with our people in a different way.  Getting in touch with our workers by spending time with them and listening is about getting an all-important pulse for safety.  To get a good pulse for safety we have to care enough, and get close enough, to touch them. 

Have an Open Mind

Many of you will agree with my thoughts while others will disagree.  There will always be exceptions to what makes for great leadership.  That’s at least one reason that various schools of thought regarding leadership keep evolving.  It’s why leadership is part science and part art form.  There’ll never be a silver bullet or all-encompassing silver lining when it comes to leadership style, model, or mode.  Be open, because we have to meet our followers where they are, based upon individual motivation, knowledge, and various organizational influences. 

When I shake off the leadership dust and some of the glitter, experience tells me that by demonstrating our credibility, fairness, and showing care for our workers, we can raise the bar and set higher safety expectations.  We can move others to another level of achievement.  And I’ve said it for years, when our workers believe we are credible, fair, and care about them, even love them, we can push them to another level – no matter how high that level may be.   What kind of safety legacy do you and your organizational leaders want to leave?

David J. Sarkus, MS, CSP is an author, speaker, consultant, and coach with over 30 years of experience. He has written five books and more than 60 evidence-based articles. He is president and founder of David Sarkus International, Inc., which provides a full menu of safety leadership and culture driven services for some of the biggest and best run organizations in the world.  Please visit www.DavidSarkus.com for more information. David can also be reached at 1-800-240-4601.