Tim has 20 years of experience running sessions with boards and executive boards to outline what a world class culture looks like and how to develop one so that a strategy can be tailored. (See feedback under ‘inspirational speakers’). Our interactive leadership sessions, based on key theory and an empowering discovered learning approach are second to none. Guaranteed.
Based on Tim’s best-selling book ‘Talking Safety’ this course explains how an organisations culture is based on top level commitment that is manifest in the day-to-day behaviours and mind-sets of its front-line leadership.
It has two strands: Developing a Learning mind-set and the day-to-day behaviours of Transformational Leadership that engender ownership and empowerment.
As many a respected writer has said:
“All organisations, even the very best, are full of problems, weak organisations wait for the problems to show themselves. The best organisations pro-actively seek them out”.
Since ‘Just Culture’ research shows that 90% plus of all issues are organisational then the best organisations know they need to focus intently on pro-active on objective learning. How is that 90% manifest in their organisation?
Developing an objective analysis-based approach means that trust, consistency and fairness are maximised so that any discipline required is less likely to be seen by colleagues as arbitrary.
This is also, therefore, a building block of an empowered and energized workforce.
We have helped many organisations embed a Just Culture model into the discipline process. So long as the two well-known traps are avoided (skewing to the status quo when setting it up and / or when using it) then it greatly helps underpin a strong culture as it helps ensure consistency, fairness and transparency. All three of these are essential building blocks for maximising trust and empowerment – which all wellbeing gurus say are the key organisational issues.
Just Culture shows that 90% of what goes wrong is structural not individual and some intervention models don’t follow this ratio very well in training and certainly not in practise as supervisor’s default to what they’re comfortable with …
Reacting to negative events the “curious why?” must dominate. Pro-actively, questions like ‘anything slow or uncomfortable? or ‘what can we do to help you do this job quickly and safely?’ must be key habits.
In management, this is a mindset and set of habits based on the above. In the workforce the best methodology is to set up ‘behavioural root cause analysis project teams’. (Not difficult to set up as all organisations can resource projects). Their task, following training, is to identify key issues that are proving problematic, analyse them objectively – then deliver practical high impact low cost solutions. (Or even high impact high cost solutions for discussion and review).
In essence, this means: developing a key set of habits and behaviours in addition to objective and empathic learning:
• Using praise rather than criticism whenever viable (and when that is fair);
• Using criticism effectively;
• Coaching for lightbulb learning (not telling);
• Leading (well) by example at all times – we’re all leading by example at all times whether we mean to or not!;
• Empowering by involving and listening;
• Using influencing skills when appropriate;
• Using question sets that influence and empower;
• Communicating clearly and effectively;
• Facilitating creative and practical problem solving in teams.
• Training in formal communication skills (for impactful tool box talks and other structured sessions).
All courses are highly interactive and use case studies, local and everyday examples and cultural references for impact and user-friendliness.