Title Page
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Industry
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Conducted on
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Prepared by
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Evaluation
Chapter 1: Safety Performance by Design or by Default
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Is your safety performance created by design or by default?
- Design
- Default
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What percentage of your organization are actively engaged, committed and enthusiastic about their work?
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When you investigate failure and accident causation do you make the distinction between failures in robustness compared to failures in resilience?
Chapter 2: A Common Thread of industry Catastrophes
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How often do I ask myself: What did we do to create this?
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How often do I ask myself: What were we missing that allowed this to happen?
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As a leader do you choose to accept the responsibility for creating psychological safety that creates sustainable performance?
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As a leader am I driven by fear of things going wrong - burning platform?
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As a leader am I driven by an intention to proactively create something that is values based - a burning ambition?
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Do I focus on what is needed to make things go well?
Chapter 3: A Management Approach to a Leadership Issue
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Do I just focus on the first 3 Dimensions of performance, or do I create a 4D approach by developing my people and leaders to be the best they can be?
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How well do I know my people, especially operational leaders? Do we track and monitor how skilled and competent they are and do we have processes in place to continually develop their ability to make things go well?
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Are your people the problem or your problem solvers?
Chapter 4: The New View of Safety - What is it?
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Am I managing or leading? Are we focused on tracking lagging negative events with the view that we can manage these out of our system/operations or are we focused on developing sociotechnical safety to ensure that things go well?
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How well is my leadership group performing?
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How do I know?
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How do I know?
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How do I know?Activel
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How is our leadership monitored and evaluated?
Chapter 5: Leadership that creates 4-Dimensional Safety
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Are we really tapped into the full potential of our people?
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How good are the relationships in my organization?
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Do I care how good the relationship are in my organization?
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How well are we developing leaders in our organization?
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What is missing, what could we do more of, to develop better leaders?
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What is missing?
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Is Safety performance a priority or a value in our organization?
Chapter 6: The CARES Framework - Leadership Driven Performance
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We use frameworks for other parts of our business, Why not leadership?
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What leadership framework do we use today? Do we have something like the CARES Framework that helps us understand the role of leaders?
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What would it take to initiate a 4-Dimensional framework? To actively track and develop the leadership practices that create 4-Dimensional Performance?
Chapter 7: Creating Performance
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Have I written down my Why for Safety?
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As a leader do I create clarity and shared meaning? (Leaders can create the paradigm for safety by what they say, what they focus on and what they act on. How well do I do this?)
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Do I focus on the things that are important i.e., a 4-Dimensional View of Performance and Safety?
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Are we leading, or are we using a management approach to a leadership issue?
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Am I consciously creating and shaping my paradigms or do my unconscious paradigms shape me?
- Creating and shaping my paradigms
- Unconscious Paradigms shape me
Chapter 8: Endeavour - understanding human behavior and motivation
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How successfully have we moved on from linear, algorithmic workflows?
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Are we still using a command and control leadership style?
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Are we ramping up our performance through, Relationships, Autonomy, Mastery, and Purpose (RAMP)?
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Do we use a values based approach that creates self-directing teams?
Chapter 9: How Leaders Create an Achievement Orientation
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Do you as a leader make the distinction between what people do and how they do it?
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Do you ever use the expression, "I don't care how you do it, just - do it."?
Chapter 10: Leadership that Creates Relationships
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Do I recognize and reward those who bring issues forward that need addressing?
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How well do I do the things that earn trust?
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Am I credible? Do I ensure that I understand the big picture and that what I say is accurate and useful?
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Am I reliable? Can people trust me with my word?
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Am I willing to have discussion with my team members about how things really are, or do I avoid having difficult conversations?
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Do I put my people first?
Chapter 11: Achievement Factors
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Are our leaders committed to safety?
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Do we focus on leadership practices and climate?
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What is our culture like and what is steering it?
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How do we measure it and is that effective?
Chapter 12: Bringing it all together to create Sustainable 4D Performance
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What else can we do as leaders to apply the ideas and principles in this book?
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Would you like to share your baseline results with the Authors?
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Email the completed PDF report to brett.read@safetyleadersgroup.com
