Leadership

7 Keys to Becoming an Influential Safety Leader

/ Denis Baker / Leave a comment

7 Keys to InfluenceIt is my belief that the safety professional can have more influence than any other person within an organization. Think about it. Executives are typically in the office and seldom experience the field or the manufacturing daily work environment. Managers/Supervisors have assigned areas of responsibility, where they typically regulate a certain department or area.

The safety professional, on the other hand, typically upholds responsibility for the entire facility, region or area. Much of the workday is spent in the field or on the floor. Safety Professionals are expected to have a broad range of knowledge and an array of information concerning the business. In addition, they must have the ability to solve a wide spectrum of problems.

It is evident safety professionals have the ability to influence others more than any other position within the profession. The problem is that too many of us fall into the “authority” trap, where we think we can force compliance and the “0” injury campaign. So wrong! That used to be me. I thought I had the power and the authority to fix any problem. After six or seven jobs, I realized this was not the case. Rather, I’ve recognized the power of influence, it’s a trait that enables me to evolve as a strong and effective leader.

If you want to be a leader who has influence upon executives, manager, supervisors and employees, the key is to become valuable. When I reflect upon leadership, I think of John Csafetysign. Maxwell’s definition of leadership. He simply states, “Leadership is influence, nothing more, nothing less.” I have fully bought into this belief and I daily strive to increase influence. My desire is to influence others a little more each day. In my quest to increase influence, I have identified 7 Keys that will help create more authority as a safety professional.

They are as follows:

  1. Be firm but Fair – I learned this back in 1985 when I was in the academy for the Texas Prison System. I will never forget when I heard it for the first time. I was in a sweltering classroom listening to an old instructor when he said, “Inmates are people. Like anyone else, they respond to tone and attitude. If you want an inmate to respect you, you must be FIRM BUT FAIR with them.” This is an extra step you must take to become an influential, capable leader. Talk to your employees and listen to them. They will tell you why they can or cannot comply. Some people mistake rudeness as a sign of strength, however, it’s not even a substitute. Establish a high expectation for performance and hold others accountable. Observe the “big picture” because there might be something that keeps an employee from fully complying.
  1. Be Kind but not Weak – Do not mistake weakness for kindness. In my opinion, people are not weak when they demonstrate kindness. In fact, I think kindness is a leadership strength that has a positive impact upon others. Kindness is telling someone the truth, letting him or her know the consequences of their actions and laying everything on the line. Kindness is also about being open and honest. People will hear the truth if it is presented in a gentle and respectable manner. Remember, respect is achieved through the way we discuss and talk with others. Dealing kindly with people will generate respect ad allow you to influence them.
  1. Be Bold but not Annoying – It takes boldness to be an effective safety leader. In order to build influence with executives, managers or employees, you have to lead the way. You have to have your back exposed to the group. Such an idea can be expressed in the prison term “willing to feel cold steel,” although not literally I hope. Rather, you have to be the individual who isn’t afraid to challenge the status quo. You must be the first to identify and address problems, taking initiative and providing solutions. I love how Jim Rohn states, “Like the farmer, if you want any rewards at harvest time, you have to be bold and face the weeds and the rain and the bugs straight on.” Be known as a problem solver, not a problem creator.
  1. Be Humble but not Timid – You can’t get the “high life” by being timid. Some people mistake timidity for humility, but humility is a virtue; timidity is a downfall. It’s an affliction, although it can be cured. Humility is the opposite of pride. Ezra Taft Benson said “Pride is concerned with who is right, humility is concerned with what is right.” Humility does not come easy. In fact, I personally find it very difficult at times. We all want to be right, as well as our ideas and thoughts acted upon. We all want people to look up to us and think have the answers and know the way. However, we don’t always know what others are going through. Sometimes we don’t have all the facts or see the bigger picture. Be willing to admit when your wrong and you will gain respect as well as influence in doing so.
  1. Be proud but not Arrogant – It takes pride to build your ambitions and pride in a cause or accomplishment. The key to becoming a good leader is to be proud without being arrogant. Do you know the worst kind of arrogance? Arrogance that stems from ignorance. It’s intolerable. If someone is intelligent and arrogant, it can be tolerated at best. To be ignorant and arrogant, that’s unbearable.
  1. Be funny without being Goofy – In leadership, we learn that it’s OK to be amusing but not silly, fun but not imprudent. Be of good cheer and it will rub off on others.
  1. Be a Realist – Deal in truth. Delusion creates agony. Simply accept life as it is, even the drama that comes with it. Enjoy the ride; it will be fascinating!

Showing-direction-influenceOur ability to influence others is the core of our profession. Influence is achieved by earning the respect of those you come into contact with. We have a unique opportunity to influence at all levels within the organization. The 7 Keys listed will help create an individual atmosphere where influence is increased. After all, our ability to influence within the safety arena could result in a life or death consequence.

CHANGE…..DOESN’T HAVE TO HURT!

/ Denis Baker / Leave a comment

Let’s face it; change can be both difficult and frustrating. People like doing what they’ve always done and they don’t want anyone to tell them different! For those of you who utilize social media, I think you’ll agree with me that each time Facebook changes its layout; there is a general sense of panic from its loyal users. Updates are meant to act as an improvement to the program, but this is often overlooked. People don’t want to put forth an effort to become acquainted with a new Facebook layout; they simply want it to look as it did before. This same mentality can be translated into the workforce, change is often viewed as terrifying experience and for some, it takes a considerable amount of energy to accept unfamiliar territory.

However, change is to be expected. In fact, if it doesn’t happen, it can have a negative impact on business and professional growth. On the other hand, change doesn’t have to hurt. Our personal leadership will set the tone and the expectation for others to follow. I believe that if we have the right attitude and we take a humble approach, change will become easier. Winston Churchill once said, “Attitude is a little thing that makes a big difference.” Our leadership attitude, along with how we approach people and situations will create a lasting effect on our efforts and end results.

I often recall (and remind myself) of the constant resistance that I experienced when I first began to implement changes within my current company. It seemed as if everything that needed modifications, often required long and tedious conversations beforehand. Now that some of the accepted changes have occurred within the company, I occasionally hear employees comment about how it has directly related to their positive attitude. The brilliant writer, C. S. Lewis said, “Blessed are the flexible, for they will never get bent out of shape.” As I have identified and collaborated with other employees, I have realized that not only did the employees need to be flexible and open, but so did I. In fact, I found that my flexibility to push and pull back has made the path of change better. Not easier, but better.

As leaders, we must find ways to overcome resistance instead of being smothered by it. I came across these six steps in a blog by the John Maxwell Company staff writer. They are used everyday and I have found them useful in ensuring that we, as employees, stay the course.

  1. BE AWARE THAT MOTION CREATES FRICTION– Galileo discovered that moving objects create friction whenever they interact with a rigid surface. Leaders launch forward motion, but employees stubbornly resist change because they dislike uncertainty. Stay the course; be aware that you will encounter friction with new ideas and or suggestions.
  1. REMEMBER THE 20-50-30 PRINCIPLE– As rule of thumb, 20% of people will support change, 50% will be undecided and 30% will resist. Casey Stengel said this, “The secret of managing is to keep the guys who hate your guts away from the guys who haven’t made up their minds yet.” Don’t try and sooth the 30%. All you will do is stir up a hornet’s nest. Instead, seek to convince and “woo” the 50% sitting on the fence. At the same time, encourage the 20% who are likely to help convince others and lead the drive for change.
  1. PROVIDE A CLEAR TARGET– I endure great pain to take long hikes and steep climbs to enjoy the scenic views from the top of a mountain or bluff. Without this reward, would I be so inclined to huff and puff and feel my legs burn? Probably not. A leaders duty is to remind employees where we are heading and what lies around the bend. Without a sense of purpose or vision, employees will loose heart and become discourage and resistant. Remember this, “Without a vision, the people will perish”.
  1. PROMISE PROBLEMS– Remind employees the rewards of change, but don’t mislead or sugar coat the difficulties. The real truth of change is things will get worse before they get better. Liken change to fixing your golf swing; altering your stance, swing and grip is award at first. In fact, it is easy to revert back to our previous bad habits, especially when we don’t see immediate results. However, if you stick to it, your shots become straighter, go further and you stay out of the woods and your score improves. Stick with it……….the rewards are great!
  1. INVOLVE EMPLOYEES IN THE PROCESS OF CHANGE– Change can make people feel uncomfortable and out of control. By including them in the process, they feel less vulnerable or helplessness during the process. It also gives them “skin in the game” and they begin to own the change. In fact, employee involvement will help convert the 50% and some of the 30% (refer to #2 above). Get people involved and listen to their ideas. Hey, try some of them; you might be surprised at the problems employees can solve. As leaders, we must be flexible in our thoughts and ideas and allow employees to make suggestions and give honest feedback. It’s ok if it is not the ideal way we would do something. Remember, “Blessed are the Flexible”. Be flexible, challenge your thinking.
  1. CELEBRATE SUCCESS– Regardless how we lead, change will wear you out! It takes a lot of energy and effort from everyone. In fact, it can just flat wear you out!! So, we have to remember to celebrate the small successes along the way. Make sure employees know we recognize the effort and strain and that we are appreciative of their efforts. This is a very important part to overcoming the stress of resistance.

Someone once said, “Change is inevitable,” and it happens regardless of our thoughts and feelings. We can choose to either embrace it or resist it, and our employees have the same options. Unfortunately, there will be those who prefer to resist change and chose not be a part of the future. That’s fine and as the saying goes, I hope “the door doesn’t hit ‘em on the way out!” Trust me, the company will benefit from those who do not oppose change.

Additionally, change doesn’t have to hurt. It may be a bumpy ride, but if you are diligent to remember these six things and implement them, they will make the bumps bearable. Utilizing these six nuggets of wisdom will help you overcome resistance to change, as well as lead others who are hesitant to leave their old habits and former ideas. Remember, everyone is watching and listening. Consequently, our attitudes, behaviors, and responses will greatly affect our employee’s abilities to embrace change.

CHANGE STARTS WITH US. LEAD WITH A HUMBLE HEART THAT IS WILLING TO FINISH THE RACE. THERE ARE GREAT REWARDS AT THE FINISH LINE!

6 R’s of Leadership While on Vacation or Holiday

/ Denis Baker / Leave a comment

IMG_3460 We all need time away from work and our daily activities.  Every good leader takes a vacation or holiday.  I personally make sure use all of my annual allotted time.  The stress and activity level is high.  The down time allows me to gather my thoughts and replenish my energy.

Recently, I spent a week on the beach in Destin, FL.  During this time, I wrote down six things I wanted to  make sure I accomplish that week.  I knew this would ensure I was able to return to my job in the best mental and physical condition.

I call these the 6 R’s of Leadership While on Vacation/Holiday.  Here they are;

  1. REST – This is what you came to do.  Make sure you get plenty.  Rest can look like mIMG_3439any things; sports, sightseeing, hiking, etc.  Whatever it is, just make sure you get plenty of it.
  2. Refresh – Take time to meditate and let your troubles go.
  3. Renew – Renew and rebuild your relationships with your family, most importantly your spouse or significant other.
  4. Recharge – Regain your strength, motivation and desire to connecting, building relationships and influence.
  5. Relax – Chill out, your on vacation!!!  Leave the phone and laptop in the room, or vehicle.  Dutch things that make you happy.  Laugh a lot!
  6. Recalibrate – Spend time thinking about what you need to personal change or do to be a stronger, better leader when you get back.

Try it next time you take some time off, I think you will see a huge difference in attitude and mindset when you
return.

Thanks and Take Care

Denis

IMG_3480

 

LEADERHSIP THOUGHTS

/ Denis Baker / Leave a comment

th I recently spent 5 days in Orlando attending the John Maxwell Group Training.  This was my second event and I can say it did not disappoint.  MY only problem seems to be how do I capture all of the incredible information that comes out.  I

I decided to take some of my notes and attempt to create a bullet point list.  Hopefully these will means something to you.  I have divided the points by subject matter to help you.

I will be writing more in-depth on the subjects in the future.

MENTORING

  • The more you know, the more you don’t know
  • Malcom Gladpoint, “the tipping point”, law of the few. Find the right few to invest your time and effort in, the payoff will be huge and very regarding.
  • Being a leader means you continue to learn and that flows through you.
  • WE ARE A RIVER….NOT A RESERVOIR
  • Mentor is both a verb and a noun;
    • V – people of action
    • N – who you are
  • Mentorship is defined as a transfer of wisdom extracted from experience and knowledge.
  • Mentor – must ask 2 questions
    • What am I learning?
    • Can I pass it along?
  • It is best to learn and pass the information on quickly. Mentoring is a constant process
  • Passing information and learning on is underlining your experience, it is a fresh perspective and sense of learning and knowledge.
  • FRESH carries a PASSION!!! However, passion dies over time, unless it is consistently fed.
  • Everything you learn, receive and acknowledge is not yours, you are simply a manager of information and must pass it on to others.
  • Mentoring is a relationship, NOT A TITLE!
  • Mentoring is not a friendship, but rather a relationship. It is a two way street , side-by-side.
  • Mentoring is empowerment. Relationships breakdown when only one person is carrying the load.
  • THE BEST LEADERS EQUIP AND TRAIN OTHERS!!

EXCEEDING EXPECTATIONS

  • Most people, 80% don’t meet expectations.  20% consistently exceed expectations
  • Disappointment is the gap between expectations and reality
  • the only person that can raise the standard of expectation is you
  • If you want to be average, than do something else, don’t let the door hit you on the way out.
  • life is not complicated, we’ve made life complicated.
  • I’m tired of giving everyone trophies, for losing every game.  We need to give our kids a reason to want to be better.
  • Always expect the best out of yourself and others
  • Don’t do anything average. There’s nothing exciting about being average
  • life is not complicated, if you pay the price, it’s gets complicated for lazy people
  • Always ask, “What else can I do to exceed their expectations”
  •  Expect more of yourself than others expect of me
  • Don’t short change people
  •  If you find a better way, change immediately
  •  Don’t use relationships to cover my shortcomings or my issues
  • I exceed expectations because I ask for feedback all the time.
  • I only travel the high road with others.  I am going to treat you better than you treat me.
  • Never take advantage of a person even if you can
  • Don’t shortcut people. Always give your best.
  • Refuse to live off of your past.
  • Yesterday ended last night. Give it up!

Hope these help provoke a thought or two with you!

CEO FOR A WEEK Interest vs. Commitment

/ Denis Baker / Leave a comment

I recently became a CEO. However, after eight days, I found myself back in my old position at my previous company. Why? I quickly realized that I was interested in the idea of being a CEO but not committthere%27s+a+difference+betweened to actually being one. Let me try to share the highlights of my journey.

Late one afternoon, while sitting at my desk, I received a call from the Chairman of the Board of a newer EHS Consulting and Services company. He mentioned that he was given my information by a mutual acquaintance and after some research; he and the Board thought my experience and leadership training would make me a great fit as the CEO for this new company. I remember thinking to myself, “what the heck? Me, a CEO? This has to be a joke…” And even though I was certain he had the wrong number, I continued to listen to what the Chairman had to say. After some confirmation I was indeed the intended recipient of this call. I agreed to meet with him and discuss the offer a little more. It took several meetings and phone conversations but slowly, I was starting to tell myself they were right and I was a great fit.

So, after a few months of contemplation and discussions with my wife, I was giving my notice to my current employer. Excited, eager and full of energy, I arrived at the office and began to meet people and settle in. However, after a couple of days, I began to feel uncomfortable. Despite my constant efforts to make myself feel at home and connect with people, things just didn’t feel right and it was becoming obvious that I didn’t fit in. The harder I tried, the more I failed. It didn’t take me long to realize this new role was completely different from anything I had ever done before. Formerly, my role as VP, EHS was to create a culture through policies, procedures and programs and lead my staff through encouragement, motivation and support. Now, I saw my role as the visionary leader who would be responsible for the overall direction of the company. Although it was a great opportunity, it wasn’t my what I did. It wasn’t what I was good at. I spent my whole career getting good at building safe cultures. My initial position was to build a business; to create a service that would be desired by companies worldwide and I was confident in my ability to be successful. As the reality of the situation was setting in, I was beginning to see I would have to balance things differently in my life. I would be limiting the time spent on things I loved, such as leadership training and keynote speaking and it didn’t seem as though this new position was going to be worth it. It became very evident that I was not committed to this role. Sure, with A LOT of hard work and lost weekends, I believe I could have been successful. But was that what I wanted at this point in my life? No it wasn’t.

I don’t know about you, but when something doesn’t feel right, I don’t sleep very well, some nights, not at all. I spent several nights lying awake in bed or pacing the living room, trying to figure out why I wasn’t confident in this position. I wasn’t myself. I would come home and my wife knew I wasn’t happy, without me having to say a word. Although it was a short time, it quickly became the norm. I would come home and not have a positive thing to say. We use to cherish the evenings and converse about our days. What was wrong? After all, I was now a CEO!  Well, it took me about six days into my new role for me to realize, I was simply interested in being a CEO, but definitely not committed.

Identifying this as the root of my unhappiness and the cause of my now unsettled life, I spent some time in thought and came up with a few reasons why I felt I was interested vs. committed. I want to quickly share some of these with you.

Interest

There is no doubt that I was very interested in being the CEO of this company. In fact, my life goal has always been to be the top leader.  Here are some of the things that interested my about this position;

  1. I had interest in being the decision maker.
  2. I had a desire to build a company that provided a livelihood for others. I wanted to help others succeed.
  3. I had a desire to create a culture based on my own leadership desires, ethics and moral values.
  4. I had a desire to show friends and family I could be successful.
  5. I wanted my wife to think her husband was the “bid dog”.

Commitment

When it came down to it, I just wasn’t committed. I found there were a lot of sacrifices that needed to be made and I wasn’t necessarily ready to make them.

  1. I wasn’t committed to working the hours that were necessary to get the company off the ground.
  2. I wasn’t committed to not having the benefits that come with an established company.
  3. I wasn’t committed to taking the financial risks that were necessary.
  4. I wasn’t committed to altering the balance between my work life and personal life. I was fond of the lifestyle my wife and I have grown accustom to.
  5. I wasn’t committed to giving up my leadership training and speaking opportunities; the things I loved doing the most.

I was interested in the notion of being CEO, but I was not committed to the sacrifices that were required of me. I am like the chicken in The Chicken and the Pig fable (modified to make my point);

I am interested enough to lay the egg, but I am not committed enough to be the
piece of ham on the plate.

pig_chickenI read a quote somewhere that said “Commitment is an act, not a word”. I was not willing to make the commitment necessary to ensure the success of this company. Would it be fair to continue in a position where you are not fully committed? I didn’t think it would be.

WHAT I LEARNED

Once I had realized I wasn’t fully committed to being the CEO of this company, I called my former CEO and humbly made it clear that I had made a mistake and desired to come back (humility, a topic for another blog). It worked out and I began to transition back into my position as VP, EHS. Next, I had to confront the Chairman of the Board and let him know my decision. I was honest with him about not being committed and he genuinely understood my position and the struggles I had faced. So, he graciously accepted my resignation.

The fact of the matter was simply this:
I loved my current job and I was extremely happy and successful at it. I realized that we all have a role in life, and once you find what that is, it is hard to change it. I believe that we are all born with talents, some more than others. A professional football player doesn’t easily transition into a professional soccer player. Just like, a professional baseball player doesn’t just become a NASCAR racer. One doesn’t become a world-class pianist by being interested in playing the piano. No, they become world-class by being committed to being the best.

I am not saying that I wouldn’t ever consider being anything more than a VP, EHS, but I feel I will be better prepared to identify if I am just simply interested or if I am truly committed.

It is my hope and desire that someone in a similar situation may read this and have a better understanding of being interested vs. committed. I was incredibly fortunate to be able to return to my previous role and continue on with not only what I am good at, but what I truly love doing. Sometimes, that’s not the case.