3.0 Leadership Attributes Flashcards
As a Leader, what do I do to implemenet these concepts so as to reap the benefits
Who is the process safety lead?
Everyone has PS leadership roles which vary by level
What are the key attributes that successful PS leaders demonstrate?
Strong PS leaders create a shared vision, demonstrate competence, show integrity & commitment & be influential communicators
What is an example of a shared vision for PS?
Such a vision could be the imperative for process safety reflected in your actions & words, driven through the organisation.
How would you establish an imperative for PS?
By recognising the severity of PS incidents, emphasising the importance of robust barriers and the necessity of verifying performance & driving continual improvement.
Once the imperative for process safety is established how do Asset Managers implement it??
By a clear understanding of the MAH on their facility, implement the PSMS & ensure it is operating effectively; they reinforce the shared vision & tone conveyed by Senior Executives
How do Asset Managers translate this imperative to the Frontline leadership?
By emphasising that the OIMs need to understand teh MAH in depth & manage the critical barriers robustly - they need to ensure that the frontline leaders make teh imperative for PS a reality
What are the 5 key aspects of our Process Safety policy?
Risk criteria, risk reduction & objectives & plans, audits, incident investigation (including external) & improvement plans.
Who does the imperative for Process Safety rest with?
You!
How do you reflect the imperative for process safety?
In your words & actions
If you have an unexpected shutdown of a facility, what should your first questions be?
A focus on process safety: Is everyone ok? What happened and how do we prevent a similar failure? How will we know when it is safe to restart
What are common pitfalls?
When leaders actions or behaviours do not match there words: such as second guessing an employee who shut down a process to avoid a PS incident.
How is the imperative for PS driven through the company?
By the CEO & Board with support from the whole workforce; expectations must be established, culture created, the PSMS established & managed and continually improved
What is your social licence to operate?
This is not regulatory, nor certified it is based on recognising the community benefits of the company & trusting it will do no harm; it can be revoked at any time.
What are three critical PS Competencies for Leaders?
A sense of vulnerability, specific PS competency & intuition - unconscious intelligence to recognise weak signals & weak signals.
How does one maintain a sense of vulnerability?
The low frequency of severe PS incidents can create a false sense of security & even complacency - regular reminders & retrospectives from Leaders instils a sense of vulnerability.
How do Leaders ensure they are competent to manage PS?
Competence & skills required of leaders needs to be specified in the job description and appropriate classroom, mentoring & on the job training given with consideration given to certification.
How can we pick up on weak signals & warning signs?
Warning signs of potential incidents are often apparent: lack of OD, procedural violations (not following the PSMS), weak MOC, repeated audit findings - these can be a weak signal of an impending PS incident.
How do we develop our workforce & ensure we have the right skillset?
The skills required for PS across the organisation are broad & to ensure that the organisation has the right skill set, the required competency requirements need to identified and mapped together with a formal MOOC process.
Should we share our PS learnings with competitors & suppliers?
Sharing is reciprocated & it will also ensure the reliability of our supply chain.
How do we empower others?
By ensuring competence, establishing the imperative of PS & giving every employee STJ authority as well as displaying trust in their decisions
What is the doctrine of completed staff work?
That every recommendation made to a superior contains sufficient information to evaluate with no additional information.
How do we ensure thoughtful compliance?
The ethos that compliance with PS regulations & Standards is not necessarily sufficient - an imperative for PS as well as a sense of vulnerability together with competence is required.
How can we assess and advance the PS culture?
Experience ; part of all employees competence development should be based on lessons learnt, particularly from incidents, PSNM & incident investigations including external events.
What is normalisation of deviance?
Knowledge & skills erode over time but small anomalies in performing an activity correctly can accumulate to become large deviations, such as small leaks being accepted without repair.
