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LEADING WITH SAFETY
by Thomas R. Krause
INCLUDES CD-ROM)

Building on years of research and experience in the field, Leading with Safety redefines
organizational
safety as an activity that both leads other performance areas and in turn must be led.
Thomas Krause
poses the question, "What does it take to be a great safety leader?" — and answers with a
comprehensive new model for understanding safety leadership as it affects organizational
culture and
safety climate. Leading with Safety defines the practices, tools, and systems essential to
creating an
injury-free workplace, including the role of employees at each level, special considerations for
coaching
the senior executive leader, and the two crucial aspects of human performance that every
leader needs
to know. Ending with inspiring real-world examples or organizations that have put these tools
into
practice, Leading with Safety is written for any leader who wants to lead with safety toward a
more
robust, productive and effective organization.

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WHAT OTHERS ARE SAYING ABOUT LEADING WITH SAFETY

"A valuable work ... dearly demonstrates that safety is about organizational culture, and it
can be
measured, assessed, evaluated-and improved:" - Sean O'Keefe, NASA Administrator
2001-2005

"A great book for leaders throughout the organization who are wrestling with what they need
to be doing
to 'lead with safety' . . . a safety leadership model, which if followed, will not only lead to
improved safety
performance. but improved organizational climate and better business results." - Andrew
Stephens, VP
Refining & Supply Petro-Canada

"An excellent reference tool and guide to improving safety leadership. It will be a continuing
help to me in
my own efforts. Get each page laminated-you will wear it out otherwise!" - Jim Dietz,
Executive VP and
COO PotashCorp

"A must for those who aspire to lead change in a meaningful way. This book is a powerful
blend of
leadership theory and philosophy combined with the 'how to' often missing in management
literature!' -
Dennis Ruddy. President and GM BWXT Y-12 LLC

"A well-organized roadmap to the BST leadership process:' - Jim Frederick, Industrial
Hygienist United
Steelworkers of America

"Leading with Safety is a treasure chest of concepts, tools, and processes that will
dramatically help
organizations with their safety initiatives." - Bob Rogers, President, Development Dimensions
International (DDI)

"I'm convinced Tom Krause cares about people and their safety. His support for effective
methods,
systems. and safety processes extends beyond simple business concerns. He truly cares:' -
Tom
Weekley. PhD, Co-Executive Director-UAW GM Human Resources, United Auto Workers
(UAW)

"Of the many innovations in this book, one that will be of particular interest to safety
generalists is the
recognition given to the primary importance of the Working Interface, described as the
configuration of
equipment, facilities, systems, and behaviors that define the interaction of the worker with the
technology." - Fred Manuele, CSP, PE, President Hazards, Limited

"[Leading with Safety] could be as many as three separate books addressing the various
aspects of
leadership responsibility for not only the safety of an organization, but also its safe
achievement of lofty
goals." - Richard Healing, Board Member National Transportation Safety Board

"Engaging and representative of our experience with BST facilitators as well as our own
employees:' -
Carl Hausmann, President & CEO Bunge North America, Inc.

"[A] significant contribution ... shows that safety performance improvement is a multilayered,
comprehensive, integrated, time-consuming undertaking ... that can't be repeated enough in
safety
circles-and in executive suites:' -Dave Johnson, Editor, Industrial Safety & Hygiene News

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FOREWORD BY JOHN L. HENSHAW

PREFACE

ACKNOWLEDGMENTS

INTRODUCTION
Safety as metaphor for organizational excellence

SECTION 1. THE ORGANIZATIONAL SAFETY MODEL

1. THE ORGANIZATIONAL SAFETY MODEL.
How safety leadership assures improvement.
The primary importance of the Working Interface.
Understanding the relationship of exposure events to injury events.
The necessity of leading indicators.
Enabling safety systems.
Sustaining safety systems.
Leadership creates organizational culture and safety climate.
What motivates leaders to improve safety?
Influencing the behavior of safety leaders.
Sustaining organizational change: Two critical elements.

SECTION 2. THE SAFETY LEADERSHIP MODEL.

2. THE SAFETY LEADERSHIP MODEL, PART 1
The personality, values, emotional commitment, and leadership style of the effective
safety
leader.

The core elements: personality, values, and emotional commitment.
Measurement of the Big Five.
Leading with Safety.
Applications of Big Five research to safety leadership.
Using the findings to improve safety leadership.
How leaders use the Big Five to improve safety effectiveness.
The leader's values and emotional commitment to safety.
Leadership style: transactional and transformational.
Cultivating style.

3. THE SAFETY LEADERSHIP MODEL, PART 2.
Best practices in safety leadership.
The central role of leadership in safety.
Leadership vs. management.
Best practices in safety leadership.
Measuring leadership best practices.

4. THE SAFETY LEADERSHIP MODEL, PART 3.
Understanding organizational culture and safety climate.
Primary dimensions of organizational culture and safety climate.
Why some organizations respond to change more readily.
The Organizational Culture Diagnostic Instrument (OCDI).
The Organization Dimension.
The Team Dimension.
The Safety-Specific Dimension.

SECTION 3: THE LEADER'S ROLE: UNDERSTANDING TWO CRUCIAL ASPECTS OF
HUMAN
PERFORMANCE.

5. CHANGING BEHAVIOR USING APPLIED BEHAVIOR ANALYSIS.
Applied behavior analysis in organizational settings.
How applied behavior analysis supports safety improvement.
Central concepts: antecedents, behavior, consequences.
ABC Analysis as a tool.
Example 1: Changing behavior at the leadership level.
Considerations for identifying new consequences.
Example 2: Changing behavior at the middle management level.
Putting behavior analysis to work.

6. The Effect of Cognitive Bias on Safety Decisions.
Research findings on cognitive bias.
Tragedy on Mount Everest in 1996.
Applications to the organizational safety leader.
Understanding cognitive bias.
A manufacturing safety example
Putting knowledge of cognitive bias to work.

SECTION 4: ENGAGING EMPLOYEES.

7. THE ROLE OF EXECUTIVE COACHING IN LEADERSHIP DEVELOPMENT.
Executive coaching: From remedial to developmental.
A behavioral approach to leadership.
The coaching process: Behavioral and contextual.
Step One: Understanding the context.
Step Two: Clarifying the client's unique point of view.
Step Three: Gathering the data and writing a report.
Step Four: The plan.
Step Five: Implementing the plan.
Step Six: Assessing the impact.
Coaching for safety leadership.

8. THE ROLE OF THE SUPERVISOR IN LEADING WITH SAFETY.
The pivotal role of the first-line supervisor.
Communication skills - the foundation.
The power of strong working relationships.
Leading with Safety.
Fair decision-making and its effects.
Alignment: Incorporating organizational values and priorities into day-to-day activities.
Safety contacts: Getting an accurate picture of performance.

9. A SYSTEMATIC PROCESS FOR REDUCING EXPOSURE TO HAZARDS: WHAT THE
SAFETY IMPROVEMENT PROCESS LOOKS LIKE AT THE WORKER LEVEL
Engagement and cooperation.
Getting engaged in safety.
The safety improvement mechanism.
Implementing the process: team makeup and charter.
Roles at every level.
Leadership and reduction of exposure to hazards.
Best practices.
Getting started.

SECTION 5: APPLICATIONS.

10. PLANNING FOR CHANGE: DESIGNING INTERVENTION STRATEGIES FOR SAFETY
IMPROVEMENT.
The importance of having an effective strategy for safety improvement.
Developing a strategic plan for safety improvement.
Examples of the development of strategic plans for safety improvement.
Armed services branch.
International metals and mining company.
International energy and utilities company.
Gulf coast chemical company.
Puerto Rican consumer products company.

11. CASE HISTORIES IN LEADING WITH SAFETY.
Shell Chemical.
Petro-Canada.
PotashCorp.
Puerto Rican consumer products company.

12. NASA'S APPROACH TO TRANSFORMING ITS ORGANIZATIONAL CULTURE AND
SAFETY CLIMATE.
Assessing the existing culture and climate.
Findings.
The intervention.
The culture change plan.
Results.
Glenn Research Center & Stennis Space Center.
Johnson Space Center.

BIBLIOGRAPHY.

INDEX.

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EXCERPT FROM THE PREFACE

“We have written this book to summarize the things we have learned in the last five or six
years about the
relationship between safety leadership, organizational culture, and organizational
performance, and their
implications for safety performance improvement.

“Starting in 1994, we began an outcome study designed to quantify the results that BST
client companies
were getting with the methods we had taught them. This research, which was later published
in a
peer-reviewed journal', tracked seventy-three individual projects aimed at safety improvement.
The study
found that on average each of the seventy-three organizations reduced the frequency of
incidents by
about 55% over a five-year period.

“But what really caught our attention was something we had not even intended to study. We
were
surprised by the huge variability in incident frequency reduction across the seventy-three
organizations.
Some got results quickly, almost immediately, and maintained them over the five-year period.
Ten
companies reduced incident frequency by an average of 80% after two years. Others took
several years
to start to improve, but eventually got the results they wanted. However, some got virtually no
results while
a few got worse. Perplexed at this level of variation, we became fascinated with understanding
the
factors that accounted for it.
We designed a study to answer the question: Why do some organizations do well with safety
improvement initiatives while others do poorly or fail? The research method on which we
settled was an
"extreme groups" design. We identified two clusters of organizations that represented both
ends of the
improvement continuum — the best and the worst. Our team studied these organizations
carefully with
site visits, surveys, and interviews, and analyzed their data. The objective was to isolate
factors most
strongly related to the outcomes we had found: success and failure.

“The results of the study published in 19982 comprised a set of critical success factors found
to be
common in the successful organizations and lacking in those that failed. But two findings
stood out from
the rest, one formal and explicit and the other informal and less well defined:

“1) The most important factor in predicting success of safety improvement initiatives was the
quality of
leadership they were given and the organizational culture that resulted. This may not be
surprising to
anyone familiar with successfully implementing performance improvement initiatives
generally. But it was
interesting to us because the initiatives we were studying were employee-driven. It was
unclear to many
leaders in these organizations what role they should play in employee-driven initiatives — or
whether they
should play any role at all. That was ironic given our finding that the kind of leadership they
provided was
pivotal to the company's safety success. Our research also showed that effective safety
leaders
demonstrated particular characteristics, engaged in specific behaviors, and tended to create
a certain
kind of organizational culture.

“2) Companies highly successful in safety were also successful in operational performance
generally.
Again, this may not be startling to the experienced observer of organizational performance.
But what are
the implications of this fact? Why does excellence in safety performance go along with
operational
excellence? We became intrigued with the question, "What is the relationship between
excellence in
safety performance and overall operational excellence?"

“Consequently, we became very interested in safety leadership and its relation to
organizational
functioning. As we began to study what great safety leaders do, how they lead, and what
makes them
effective, a picture began to emerge that we thought had serious implications for helping
companies
improve in safety and in organizational functioning generally. For the past three years, we
have worked
on developing methods to support safety leadership and on specifying the mechanisms that
connect
safety leadership to high levels of organizational functioning. Many ideas outlined in this book
represent
refinements and improvements to our previous work Some thought processes are entirely
new, and
many orientations have changed as we have learned from experience.

“This book is about those methods and related mechanisms. It is written for safety leaders at
any level in
the organization. By "safety leader" we mean any employee who has an influence on safety
in the
organization. It is unusual to write a book intended for such a wide variety of people
throughout an
organization. We are taking this approach because we have learned from experience that
safety
considerations are similar across employee levels and that safety leaders are found at all
organizational
levels. Safety happens at the floor level of the organization; it is ultimately about the worker
interacting
with the technology. But each leader has a unique role to play in assuring that the worker is
protected
from exposure to hazards.”

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ABOUT THE AUTHOR

Thomas R. Krause, PhD, is Chairman of the Board and cofounder of Behavioral Science
Technology,
Inc. (BST), an international performance solutions company based in Ojai, California.

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2005, 276 pages plus CD-ROM.. Order #DR782.
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