1. SELF-INTRODUCTION  NAME  SHOE SIZE  MOST SIGNIFICANT LEADERSHIP EXPERIENCE  (describe briefly)

2. INITIATING CHANGE  When initiating change remember “People support what they create”

3. Leadership Problems  The basic characteristic of leadership problems is a lack of respect and trust between a large majority of the members of the workplace  Ben Simonton

4. 5 Star Person  Well-trained  Industrious  Strong & independent  Successful  Proud  Every employee would like to be 5 star

5. VALUES  Values are of primary concern to all people and are central to every minute of every day of their lives. As bosses, we ignore this fact at our peril

6. VALUES  Honesty  Confidence  Industriousness  Integrity  Independence  Respect  Courage

7. VALUES  High value standards are essential to outstanding performance and success in business and causing their use is every boss’ main function

8. LEADERSHIP  Leadership advice from a Regimental Sergeant-Major  “When you become a N.C.O or an Officer, look after your private soldiers because you are stuffed without them”

9. Quotable Quote “The people are fashioned according to the example of their king and edicts are less powerful than the life (example) of the king” Claudian, c. 365, Egyptian epic poet

10. Leadership is a Relationship “Leadership is a reciprocal relationship between those who choose to lead and those who decide to follow” Kuzes and Posner

11. LEADERSHIP  Failures in leadership are invariably failures in CHARACTER rather than Competence  General Norman Schwarzkopf

12. Leading Your Team  Create expectations / Set a stretch challenge  Never move slowly on critical personnel issues / Call a spade a spade  Reward your stars / Get the right people  Require people to do their homework  Constantly upgrade skills  Recognise that pride drives performance

13. 1994-5 BHP Minerals Safety Benchmarking Study  Executive management provides the impetus for safety performance. This means that senior management is not only committed to and supports safety, but that it insists on safety performance in a manner that is clearly understood and echoed at all levels

14. Factors That Predict Positive Safety Outcomes (Krause, 2004)  Individual perceives supervisor’s decision- making process is fair  Employees believe the supervisor will provide support and look out for their interests  Employees perceive that what management says is consistent with what it does

15. Factors That Predict Positive Safety Outcomes (Krause, 2004)  Do employees perceive they will receive the support to accomplish the organisation’s objectives  Do co-workers treat each other with respect, listen to each others ideas, help one another out and fulfill commitments  Employees perceive working with team members is an effective process

16. Factors That Predict Positive Safety Outcomes (Krause, 2004)  The more an employees perceives an organisation values safety goals, the more willing they will be to invest in those goals themselves  Can the workers speak freely to their supervisor about safety concerns  Do employees feel free to speak to each other about safety concerns

17. Successful Leaders (J.E. Jacobs)  Establishing a mission, vision and goals  Communicating in a way that inspires  Making followers feel part of something important and satisfying  Positive re-inforcement-verbal acknowledgement, public praise, material rewards

18. Five Tips on How to be a Safety Leader (HP Hood)  YOUR TASK IS TO IMPROVE ON THE FOLLOWING  Give recognition  Report all incidents  Follow-up  Walk the talk  Ask questions

19. DIFFERENCES  THOSE WHO ARE DIFFERENT CHANGE THE WORLD  THOSE WHO ARE ORDINARY SIMPLY KEEP IT THAT WAY