SESSION FOUR
2 | Session Review
Make the connection: Building on previous sessions.
Continued Application
Session 1 Foundations of Leadership 3 P’s Foundations of Leadership Re-Education of Jim Collins
Session 2 L.E.A.D. Self Assessment L.E.A.D. 3 signs of a miserable job Team engagement E I Skills
Session 3 Skill Exercises Business Breakthrough Exercise Case Studies
Session 4 Essentials of Leadership Safety Five Dysfunctions of a team Resilience Essentials of Leadership
Experiential Learning
Session Four Learning Objectives | 3
Session 4 Learning Objectives Safety Five Dysfunctions of a Team Leadership Resilience & Your Authentic Leadership Executive Panel – Essentials of Leadership Final Application Exercise
Thoughts:
4 | Safety
Safety Initiative
Vision
To provide a safe, secure and healthy environment for the benefit of our team members and their families.
Philosophy
Improving the safety, security and wellness of our entire team is the right thing to do.
Goal
Zero injuries at all our locations.
Guiding Principles
We are committed to providing a safe, secure and healthy work environment for our team. This is more than a priority; it is a core value that supports the company philosophy of serving others as we would like to be served. Knowing and following these guiding principles is the foundation for a successful program.
Job Hazard Analysis | 5
Job Hazard Analysis Instructions
The Job Hazard Analysis (JHA) is a tool for systematically identifying and evaluating hazards associated with a particular job or task. This information is then used to help assign priority to the hazards in the workplace to establish the course of actions needed to control these hazards. Follow the instructions on the next page to conduct a JHA for each job on site.
Hazard Examples: Ergonomics (human error / strain) A system design, procedure, or equipment that is error-provocative. (A switch goes up to turn something off ).
Noise Noise levels (>85 dBA 8 hr TWA) that result in hearing damage or inability to communicate safetycritical information.
Visability Lack of lighting or obstructed vision that results in an error or other hazard.
JHA Example DATE:
JOB TITLE:
12/23/2010
Case Erector
New X Revised
REQUIRED PERSONAL PROTECTIVE EQUIPMENT
Safety Shoes, Safety Knife, Safety Gloves required Phase of Work/Basic Job Step
Safety Concern/Potential Hazard
Risk Rating
Required Action or Safety Procedure
Risk Rating (after CA)
5S area before start of shift by removing any trash or any other items do not assist with box making
If box area is not maintained daily, the area could potentially cause a hazard to the associates working in or around area.
5
Continue to keep box making area clean and 5S to maintain safety standards and a safe work environment
3
Review raw materials by each size to determine if additional skids are needed
Potential hazard or cardboard skids not being completely stable and could tip over. Retrieving cardboard skids out of racking could present same hazard.
4
3
Check tape level, replace if needed.
Potential hazard of placing hands inside to machine to check or replace tape
6
Be aware of skids that may not be stable or stacked properly. If a skid is unstable, make sure to cut bindings at a safe distance and keep a visual of associates working in/ around area Do not place hand all the way inside machine and always have your eyes where you place your hands. To avoid cuts, etc.
4
6 | Job Hazard Analysis Form Instructions 1. Observe each job on site for hazards 2. Break each job into tasks needed to complete the job. If your location has completed standard work procedures, that information can be used to assist with this task, as well as using the associates who work in the areas. 3. For each task, note any of the hazard types (see hazard list) and their potential. 4. Rate the hazard using the risk rating table. 5. Identify ways to eliminate or control these hazards.
Risk Rating Table
6. Eliminate the hazard or install controls. Items rated 6 or higher must have corrective actions and must be addressed immediately. 7. Rate the task again after the implementation on control to see if the risk was reduced. 8. Keep a record of the hazards identified and steps taken to eliminate or control them using the safety corrective action plan or similar document. 9. Periodically assess controls to ensure they are working correctly.
This table is used to calculate the hazard you have identified as: Extreme: 9-10
High: 7-8
Medium: 5-6
Low: 3-4
The objective of rating the risk is to lower the risk by initiating risk control measures.
l
The score is noted in the JSA risk score column on the next page – both before & after risk control measures have been nominated.
Job Hazard Analysis Form | 7
JOB TITLE
DATE
NEW REVISED
REQUIRED PERSONAL PROTECTIVE EQUIPMENT PHASE OF WORK/BASIC JOB STEP
SAFETY CONCERN/POTENTIAL HAZARD
RISK REQUIRED ACTION OR SAFETY PROCEDURE RISK RATING RATING (AFTER CA)
8 | Leadership Resilience “Grit is sticking with your future day in, day out, not just for the week, not just for the month, but for years and working really hard to make that future a reality.” —Angela Duckworth, Professor and Psychologist
Make the connection: Servant leaders help others recognize their potential to overcome adversity by modeling resilience.
“The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.”—Robert Greeleaf
Leadership Resilience | 9 Rumination:
Regrets from the past Anxieties about the future
Reflection:
Reviewing the past Planning for the future
Dr. Henry Cloud’s formula for leaders: Log and dispute negative thoughts Work to get back into control Connect – “The opposite of bad is not good, the opposite of bad is love.”
What will be lost if you’re not resilient? At least ______________________________________________________________________ At most ______________________________________________________________________
“The most striking thing about highly effective leaders is how little they have in common. What one swears by, another warns against. But one trait stands out: the willingness to risk.” — Larry Osborne
10 | Your Authentic Leadership Keep in mind: • • • • •
There’s not one effective style Learn to be self-aware Invest in your own development Be genuine Lead with a passion for purpose
Your Authentic Leadership | 11
investing in my
GR
WTH
Questions to consider:
12 | The Five Dysfunctions of a Team INATTENTION TO _____________ AVOIDANCE OF ______________ LACK OF _______________ FEAR OF ________________ ABSENCE OF ________________
T R U S T Said another way; Give attention to Results Embrace Accountability
Build Commitment Handle Conflict Develop Trust
The Five Dysfunctions of a Team | 13 The fundamental attribution error:
Placing a heavy emphasis on internal characteristics to explain someone’s behavior in a given situation, rather than thinking about external situational factors.
The flip side of this error is the actor-observer bias, in which people tend to over-emphasize the role of an external situation in their own behaviors and underemphasize the role of their own internal characteristics.
14 | The Five Dysfunctions of a Team Vulnerability-based trust
“Trust is the confidence among team members that their peers’ intentions are good, and that there is no reason to be protective or careful around the group. Teammates are vulnerable with one another; they are confident that their respective vulnerabilities will not be used against them.” – Patrick Lencioni
The Five Dysfunctions of a Team | 15 Quick Application:
Notes & Case Study Takeaways:
Ways to refocus a team Observe
Expect
Quietly observe the team. Look for clues.
Patiently expect positive change.
Back-up
Mentor
Ask the team to back-up
Bring in positive mentors to guide the team
Draw
Set
it out with markers, visual graphics, and in other terms.
Acknowledge
team rules and responsibilities
Find
Help the team acknowledge, for themselves, that there is a problem.
and identify each team member’s strength.
Hear
Replace
Practice active listening and hearing skills.
Build
Start over and build a team.
Document
the progress. If the team reverts, point out what the team has accomplished.
Goals
Set team goals.
members of the team if they cannot work it out.
Collaborate
with others who can look in and help mediate the issues.
Hear
each other out in the team. Are there personal hurts or offenses?
Ask
if the team wants help working it out or needs a little time.
Retrace
wrong steps as a team. List these steps out of dysfunction.
Care
Determine whether the members of the team care to refocus.
Mediate
Use mediation techniques to hear one another and find a solution
Mix-up
how the team members are seeing each other and the task at hand.
Confront
behaviors as a team that hold the team back.
Focus
Once the past is handled, focus on the the future.
Sketch
it out and keep it visible.
Model
a positive team environment. Let the team look in on other teams.
16 | Executive Panel Essentials of Leadership Rich Lynch, Vice President of Marketing As the Do it Best Corp. Vice President of Marketing, Rich is responsible for the store design, advertising, retail programs, ecommerce sales and marketing, exclusive brand packaging, member education, markets/expos and communications-related activities of the co-op. Rich joined Do it Best Corp. in 2011 as Retail Marketing Director, developing and implementing a number of key new programs and initiatives. Highlights include the launch of OASIS, an online advertising planning and budgeting system for members’ marketing efforts; a more robust and enhanced customer loyalty program; and the introduction of a more flexible and customized circular program, offering contemporary new designs to help drive store traffic for members and strengthen their brand. Overall, Lynch has more than 25 years of experience in the retail, home-improvement and co-op industries. Community Involvement Board member - Junior Achievement of Northern Indiana Board member - YMCA of Greater Fort Wayne
Gary Nackers Vice President Lumber & Building Materials As VP of LBM, he is continuing this initiative by analyzing what members will need to succeed as the market improves. Gary uses both his retail and distribution experience to drive the global strategy for all lumber, building material and home décor purchasing and sales. After joining Do it Best Corp. in 1999, Gary gained extensive experience in sales and business development as a territory manager. He served as a regional sales manager in the northeastern United States, and returned to Do it Best Corp. world headquarters in Fort Wayne, Indiana, as the national sales manager for Sales and Business Development. Gary assumed his most recent role as Director of Program Development for Lumber and Building Materials in 2011, and became the VP of Lumber and Building Materials in September 2014. Community Involvement Former board member – Anthony Wayne Area Council of the Boy Scouts of America Mike Altendorf Vice President of Information Technology As vice president of information technology, Mike is responsible for all IT-related programs. This includes setting the strategic leadership of IT and overseeing development and project management, data center, EDI services, support, portals, PC systems and networks. Mike Altendorf joined Do it Best Corp. in March 2009 as the director of IT business planning and architecture. He was appointed to the position of vice president of Information Technology in October 2009. Mike was previously employed for 22 years at another hardware co-op, with the last five of those years serving as the vice president of IT. He was also employed at Flexco, a global manufacturer and wholesaler of products for belt conveyors, where he served as the director of IT. Community Involvement Board member – Northeast Indiana Innovation Center Board committee member – Parkview Health System Board member – Parkview Foundation Big Brother – Big Brothers and Big Sisters of Northeast Indiana
Executive Panel | 17 Essentials of Leadership Tim Miller Vice President of Retail Logistics As the Do it Best Corp. Vice President of Retail Logistics, Tim leads a team of 1,100 employees dedicated to providing our 3,800 member-owners around the world with highly responsive, agile, and accurate order management, fulfillment, and delivery services from eight strategically located retail service centers. The team leads the industry in on-time delivery, order accuracy, and fill rate while delivering the lowest cost of operations to maximize profitability and member-owner rebates. Tim joined Do it Best Corp. in 1993 as a retail data processing specialist after starting his career at IBM. He has worked in a variety of positions of increasing responsibility in information technology, marketing and retail logistics. In 1999, as the retail logistics director, he co-managed the development and launch of the company’s Warehouse Management System (WMS). He moved into marketing in 2004 as the retail marketing manager and was instrumental in growing member and vendor success with the ADpak advertising program and also directed the implementation of several technology related initiatives. In 2009, Tim was promoted to Vice President of Marketing, where he led initiatives in store design, advertising, retail programs, exclusive brand packaging, markets/expos and the communications activities of the co-op. Community Involvement Board member - Erin’s House for Grieving Children Board member - F. McConnell & Sons Fort Wayne Leadership Forum member
Notes:
18 | Essentials of Leadership Notes:
Essentials of Leadership | 19 3x5 Card Activity
Think about the program review and today’s discussion on building trust within your team. We’ve all experienced the energy that occurs after a conference or training session and then quickly “lost steam” as our focus shifts back to daily demands. Over the next 30 minutes, we’re going to give you your final application assignment. We’re hoping this final exercise will give you an opportunity to: • Reflect on your takeaways from Leadership Development • Evaluate yourself based on what you’ve learned • What personal strengths can you leverage? • What would you like to improve? • Consider how your self awareness as a leader impacts the function of your team • Continue relationships with leaders in this room that you’ve connected with during LDi • Commit to improvement through self-awareness
Step 1: Take a few minutes to reflect on your own strengths and opportunities as a leader. Step 2: On the front of your 3”x5” card, write down at least one strength and one opportunity you’ve identified. Step 3: On the back of your card, write the name of a leader from this group that you’ve connected with.
This person will become your “accountability partner” – someone you can reach out to for feedback as you apply what you’ve learned at LDi.
The size of the card is intentional. Using a small space for this exercise forces you to think about what you’re writing. Rather than committing to a lot of ways you can self-improve as a leader, you can commit to a focused, meaningful course of action as a takeaway from your time spent in Leadership Development.
Program Review Marshmallow Challenge The Three P’s L.E.A.D Resilience Engagement Re-Education of Jim Collins Eliminating Job Misery Business Breakthrough E.I. Skills
Strength
Opportunity for Growth:
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