Practical Guide to Safety Leadership

Leaders can shape an organisation through their behaviours and their vision.
If an organisation lacks a clear vision or there is disengagement by the lea-
dership team, then the results can be disastrous. In such circumstances change
is needed. When change is needed, the value of safety can become a change
agent. From the disciplines of leadership and safety comes the emerging topic
of safety leadership. Through safety leadership, workplace challenges can be
rectified and the desired behaviours reinforced.
These challenges can span from a lack of leadership engagement, poor
safety performance, complacency or lack of safety ownership. Understanding
how safety leadership differs from other leadership theories can give you a
competitive edge which is not solely based upon financial quotas, but instead
based upon the moral code of ensuring the health and well-being of your
employees.
This book goes beyond mere safety slogans or anecdotal stories that relate
to safety leadership. Instead an empirical and research-based approach will be
shared which can help improve the overall culture of an organisation as well
as the safety of employees. Tools, case studies, theories and practical applica-
tions will be shared which can help create the blueprint for organisational
change that you seek. Even when things are working well, constant innova-
tion and adoption of best practices can help companies go from good to great
and leave a lasting legacy for employees and customers alike.
Detailing the mechanics of safety leadership, this book will drive the
change and results you want.

Luke Daniel is a registered psychologist with over 15 years’ experience con-

sulting, coaching and developing leaders across the globe. His work has
included facilitation of workshops across multiple continents as well as ana-
lysing workplace culture.
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Practical Guide to Safety
Leadership
An Evidence-Based Approach

Luke Daniel
First published 2018
by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
and by Routledge
711 Third Avenue, New York, NY 10017
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2018 Luke Daniel
The right of Luke Daniel to be identified as author of this work has been
asserted by him in accordance with sections 77 and 78 of the Copyright,
Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or
utilised in any form or by any electronic, mechanical, or other means, now
known or hereafter invented, including photocopying and recording, or in
any information storage or retrieval system, without permission in writing
from the publishers.
Trademark notice: Product or corporate names may be trademarks or
registered trademarks, and are used only for identification and explanation
without intent to infringe.
British Library Cataloguing in Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cataloging in Publication Data
A catalog record for this book has been requested

ISBN: 978-1-138-20929-9 (hbk)

ISBN: 978-1-138-20930-5 (pbk)
ISBN: 978-1-3154-5737-6 (ebk)

Typeset in Times New Roman

by Taylor & Francis Books
Contents

List of figures viii

List of tables ix
Notes on contributors x

Introduction: cutting through the motherhood statements 1

1 Defining safety leadership: making sure we are talking about the
same thing 5
Key objectives 5
Setting the scene 5
Empirical definition of safety leadership 6
How safety leadership differs from other leadership models 22
Job position and influence on safety leadership 28
Case study 31
Organisational and personal application 32
Chapter summary 33

2 Safety leadership behaviours: transforming the intangible to the

tangible 36
Key objectives 36
Setting the scene 36
Role of behaviour-based safety 37
Specific safety leadership behaviours 38
Adaptive safety leadership behaviours 42
Personal variables and influences on behaviour 45
Neuro-plasticity 47
Psychological considerations 47
Environmental considerations 50
Case study 53
vi Contents
Organisational and personal application 54
Chapter summary 55

3 Model of safety leadership influence: golden road to safety

leadership 58
Key objectives 58
Setting the scene 59
Introducing the RAVE model of safety leadership 59
Relationships 61
Authenticity 68
Vision 74
Engagement 80
Safety management systems 87
Case study 90
Organisational and personal application 91
Chapter summary 92

4 Importance of culture: the DNA of an organisation 96

Key objectives 96
Setting the scene 96
Safety culture 98
Components of a safety culture 101
Unearthing the true culture 107
Cultural analysis 108
Changing culture 112
Case study 114
Organisational and personal application 116
Chapter summary 117

5 Innovation and emerging paradigms: shifting the needle on safety:

progressing from dogma to science 120
Overall assumptions: what context is relevant before you
proceed? 120
Key objectives 120
What is the dilemma part #1? Valuing bureaucracy versus valuing
people 121
Safety research: organisational values and safety 124
What is the dilemma part #2? Safety dogma 125
How can we facilitate change? Applying the 5i approach 127
Intent 131
Intelligence: inquire | learn 136
 Contents vii
Instigate: teach a man to fish 143
Implement: top-down | bottom-up 149
Internalise | personalise | embed 155
Where to from here? Summary and future directions 160

6 Embedding learnings and ensuring longevity: making the

information stick 165
Key objectives 165
Setting the scene 166
Potential learning and development risks and failures 167
Organisational structure applied to the ‘zero incident’ dilemma 173
Setting up for success 178
Case study 181
Organisational and personal application 183
Chapter summary 184

7 Journey forward: continuing to challenge the status quo … 187

Index 191
Figures

1.1 Unique elements of safety leadership 28

1.2 Safety leadership between job positions 30
3.1 RAVE model 60
4.1 Safety Interaction Culture model 101
4.2 Snapshot of safety culture 109
4.3 Component of safety culture analysis and process flow 112
4.4 Company results across workplace positions 115
5.1 Competing values framework 125
5.2 Cultural patterns 125
Tables

1.1 Comments defining safety leadership 9

2.1 Contextualised safety leadership behaviours 39
5.1 An overview of the 5i approach, key skills and evidenced
benefits 128
5.2 Soft skills for change management assessment 148
Contributors

Michelle Oberg is Manager of Safety Research and Partnerships at Griffith

University, Australia.
Sarah Colley is Managing Director of Pockets of Brilliance at The University
of Queensland, Australia.
Jonathan Lincolne is the founder of a multi-national safety company.
Laura Graham is a registered psychologist and Manager of Systems and
Implementation of Pockets of Brilliance, Australia.
Sidney Dekker is a Professor in the School of Humanities at Griffith University,
Australia.
Introduction
Cutting through the motherhood statements

Imagine the following scenario: You are at an international conference that

addresses the link between leadership and associated challenges with safety.
The primed clichés are circling around, which include the often-touted ‘visible
felt leadership’ or building a culture of ‘commitment as opposed to compliance’.
A noteworthy industry professional bounds the stage and talks about their
safety leadership journey, the language is captivating, the message is there but
the details and nuances are void. The specifics and foundations of how safety
leadership was achieved are jettisoned for the glory filled pie charts and gra-
phics that detail reduced injury rates and improved safety statistics. Slowly a
wave of frustration starts to build, as the safety leadership spiel happening on
stage becomes more about statistics as opposed to the mechanics of safety
influence. It becomes apparent that the definition of safety leadership is
neglected like a lonely orphan waiting for their scraps of food or the welder
who hasn’t been shown what pipes to work on. A feeling of frustration sweeps
over you, inherently you know that without any clear direction or guidance,
the achieving of any safety process or goal may be inherently flawed.
The above conference experience is something I have endured multiple
times. After seeing the same wheels turn and the same philosophies being
promoted, it was time to contribute to the field and cut through the hyperbole
surrounding safety leadership. The scientist in me was waiting to come out and
get my ‘geek on’ through a total immersion of different research methodologies,
statistics and data analysis techniques. Such work reached a crescendo through
the completion of my doctorate based upon the meaty subject of safety leader-
ship. After writing some journal articles and presenting some conference
papers, there was an apparent need to share my research and experiences in a
tangible way that can be grasped by organisational executives, leaders, prac-
titioners, consultants, HSE managers or anyone who is looking for a way to
implement change and craft influence through the banner of safety.
After spending many years as a consultant across the globe, I have been
privy to the amount of money organisations can invest in or seemingly waste
with consultants. Many consulting firms are implementing their intellectual
property in an attempt to increase an organisation’s effectiveness or safety
performance. If left unchecked a dependency starts to build, where a
2 Introduction
company can only achieve results with the aide of outside assistance. When
such a relationship is built, the costs will continue to blow out as scheduled
courses fail to meet the quorum or leaders depend on outside advice as opposed
to internal capabilities. This notion was recently evidenced on a plane trip
across the continent where I was sitting next to the CEO of one of the biggest
mining companies in the world. When I asked him about his view on consultants,
he thoughtfully answered back that ‘sometimes the trap with consultants is
that they are an easy fix for lazy leaders’. In this response alone lies the need
for a paradigm shift in how business is done. We are living in the age of the
‘Jetsons’ as opposed to the ‘Flintstones’ and our quest should be focused on
building organisational self-sufficiency and sustainability.
I do recall one experience I had in rural Queensland, Australia when I met
another consultant on site at an open-cut mine site. I just finished running a
workshop and I walked past an interview room with the door open. Being the
guy that I am who is always up for a chat, I reached out and introduced
myself. It turns out that the gentleman was working for a consulting company
and has spent the last three days on site conducting leadership coaching sessions.
Ironically, out of 18 people on his list, only three people attended and those
three people were the initial leaders that sourced his services to begin with.
No doubt that if the company president got word that they were paying
$7000 a day for roughly one coaching session within 12 hours, the process
would be put to rest relatively quickly. Two months later, I went back to the
same site and I saw my familiar comrade, doing what he did last time …
waiting eagerly for people to coach. If you know a consultant, or are a con-
sultant or have employed a consultant, ask them about what has worked and
what hasn’t worked in a process implementation. No doubt they will have a
couple of stories that will either make you laugh, smile, cry or shake your
head in disbelief.
Safety leadership as a valid and noteworthy topic can be traced back to the
advantages of leading with safety as detailed by Krause (2005) or other notable
research by Read et al. (2010) who detailed the benign effects on organisa-
tional culture and workplace morale. Preventing injuries within the workplace
is a moral cause and can reflect a humane society where individuals look out
for each other. Other flow on reasons of why we focus on safety leadership
can range from fiscal savings, improved safe production, improved workplace
communication, greater organisational support and the development of
a culture of care (Reid et al. 2008). For these benefits to be crystallised into
common practice, safety leadership needs to be defined and a framework
established which can allow others to emulate the cornerstones of safety
leadership.
This book is a response to misspent efforts in improving or tackling safety
leadership and is a blend of information, research, case studies, experiences
and practical guidance notes. Each chapter will end with summary notes,
practical suggestions and questions that help guide leaders in developing
safety leadership capability within their company. Consider this book as a
 Introduction 3
blueprint for change or a how to guide for implementing safety leadership
within your organisation.
Chapter 1 will be detailing the core components that define safety leadership
as well as how safety leadership is different from other schools of leadership.
Through an empirical definition, a common understanding and context can
be provided. Chapter 2 will be sharing the research behind specific safety
leadership behaviours. Transforming the elusive and ethereal motherhood
statements into practical observable behaviours can be the starting point for
ensuring safety leadership is not a buzz word or zeitgeist. Chapter 3 will detail
a model of safety leadership that can be applied to most organisations. By
understanding the RAVE model, leaders can strengthen their safety leader-
ship capability and develop future safety leaders in their own right. Linkages
towards safety culture will be shared in Chapter 4 with guidance in analysing
a safety culture and using data as a diagnostic tool to compensate the safety
leadership paradigm. Passing fads and the importance of innovation and
developing a learning organisation through the ‘5i’ process will be discussed
in Chapter 5. Through constant innovation, safety can evolve within the current
technological revolution we are currently living within. With the foundations
of safety leadership laid out, embedding the behaviours, concepts and ideas
into the organisation will be discussed in Chapter 6. Without an adequate
transfer of learning, all change initiatives made may have an ephemeral life
span. Conclusions will be detailed in Chapter 7 as well as reflections and a
pathway forward for leaders, practitioners and organisations.
For those individuals looking for the panacea or ‘silver bullet’ towards their
safety leadership challenge, this book will be a well-utilised bible but not the
overall answer guide. Empirical research, case studies and hard data will be
shared, although nobody will know more about the intricacies and politics of
your organisation like the people within your organisation. There will always be
technological, fiscal, market and operational influences that may affect overall
decision making. Our focus throughout this book will be on safety leadership
and transferring the intangible to the tangible through practical means. Safety
leadership will be the glue and core driver in setting up a robust culture.
Closing the gap between the elusive and the practical will be the core ethos
of this book. Research presented in this book is an addition to the building
blocks created by such predecessors as Thomas Krause and Scott Gellar.
Lastly, whilst reading the case studies and information presented, please take
in your own experiences and stories and through that lens; see how safety
leadership can be achieved through the prompting questions provided at the
end of each chapter.

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