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At the core of strong leadership is the ability to communicate effectively. But many leaders focus solely on their spoken words while ignoring the impact of their nonverbal cues, including facial expressions, hand gestures, body movements, and eye gaze. By understanding the impact of body language, leaders can learn how to communicate in a way that builds and sustains positive relationships with employees, clients, and business partners. This course will provide leaders with tips for reading body language and using it to exude both strength and warmth. The course also addresses gender stereotypes and cross-cultural body language and explores the role of body language in virtual communication.
Introduction Picture this scenario, you are the Safety Manager sitting at a conference room table with several other people and the conversation goes something like this… Operations Manager: "I'm working eight people short between day and evening shift, I need more people!" Human Resources Director: "Turnover is 28%, we can't get enough qualified people!" Finance Director: "We are paying too much in overtime, we are well over budget for the quarter. We need to cut back on overtime!" And the CEO receives a text message reminding her that she is overdue on her business conduct policy training just as the door swings open and the Communications Director storms into the room announcing that a story is about to break on Action 5 News at 6:00 "that a major competitor is about to move into our backyard." OK, that's a bit over the top, but I suspect that sounds familiar? Safety can be a tough sell to leadership in any situation. If everything goes right, nothing happens immediately. No one gets hurt. Profits don't go up, costs don't go down, inventory doesn't turn over any quicker, etc. There are many reasons that upper management may not be engaged, but often they feel satisfied with the current performance and any problems will get handled on the floor. Handling usually means disciplinary action. Fire the perpetrator and the problem is easily fixed. In addition, their schedules are jam-packed and they often must make high level, high impact decisions with little time to consider alternatives. And you are just one of several streams of people, information and problems hitting the leader at one time. In general, safety is not seen as sexy, it is something to be tolerated, endured. It's a set of procedures to be followed. If everyone would just follow procedures we wouldn't have a safety problem. So, how do you make safety important to leadership? How do you communicate and influence leadership? How do you "sell" safety to leadership? You can have the best plan, but if you can't communicate the benefits or the impact of your plan to the leaders who make decisions, if you can't sell leaders in a convincing way on safety, your plan will simply sit on a shelf.
Introduction Established in March of 1986, the National Construction Safety Executives (NCSE) is a group of Executive Safety Professionals from 30 of the top design, engineering and construction firms in the nation. These individuals meet regularly to discuss and share information, ideas, and construction industry best practices. The NCSE assembled the Future Leaders of Construction Safety (FLOCS) in the fall of 2015. The FLOCS is a group of safety, health & environmental (SH&E) young professionals under the age of 35 who exhibit high potential and an inclination to expand their industry expertise. The NCSE tasked the FLOCS with collecting, reviewing, and sharing SH&E best practices. The project allowed the FLOCS to network with experienced SH&E professionals, and further develop their understanding of SH&E best practices currently deployed throughout the construction industry. This paper reviews the Future Leaders of Construction Safety SH&E Best Practices Project. The definition of best practice, challenges faced when implementing a best practice, effective persuasion strategies, and advice and recommendations for SH&E young professionals are examined herein. What Is a Best Practice? Best practice is a term or expression that has long been used throughout various industries. Organizations often develop, implement, and utilize best practices with the goal of increasing production, reducing costs, and separating themselves from the competition. But what exactly is a best practice? More specifically, what is an SH&E best practice with regard to the construction industry? The FLOCS interviewed NCSE members in an effort to uncover the true connotation of a best practice. During the interview process, the FLOCS asked, "What is an SH&E best practice?" When this question was asked, many of the members' responses, though insightful, were not immediate. The FLOCS believe this is because commonly used terms, such as best practice, tend to take on an identity of their own, thus the true definition is forgotten.
Abstract In 2020 the Australian Institute of Management conducted a Leadership Survey and the "most important finding was that poor leadership is a major contributing factor to employee attrition." "75.55 % of respondents stated that they had left an organisation in their last three roles because of the leadership team, their direct manager, or a combination of both. Nearly half (42.32%) had left more than one of their previous roles." We can clearly see that "poor leadership will simply not be tolerated by employees, and this is a rising trend."
- Energy > Oil & Gas > Upstream (1.00)
- Education > Educational Setting (0.94)
Introduction According to the U.S. Bureau of Labor Statistics 2011, body motion injuries (also known as MSDs or ergonomic injuries) to the back, shoulders, legs and arms accounted for 29% of all injuries resulting in days away from work. The median number of days away from work for all body motion injuries is eight. However, in service industries - merchandise sales, food preparation/table service, and custodial work - both the incident and lost day rates are significantly higher. These numbers did not change significantly between 2010 and 2011. It's estimated that 130 million people work in the service industry in the U.S. Lost workdays and Worker's Comp claims are only the beginning of the costs associated with these injuries. Disney has learned that preventing body motion injuries requires a strategic coordinated effort on the part of the people performing the jobs, their leaders and the safety professionals … most especially the people doing the work. In service organizations jobs often involve a wide variety of tasks, materials, equipment and environments. Many of these jobs offer a high degree of work independence and some jobs involve travel and remote work locations. Typically people working in the front line of the service industry are often rewarded for getting tasks done quickly - preparing and serving food, cleaning rooms, and taking sales orders. The expectation of being rushed in the service industry is quite common. In addition to typical service industry jobs, Disney also has a wide variety of "behind the scenes" jobs including laundry facilities, warehousing, manufacturing, construction and other trade-type jobs. This presentation reveals how Walt Disney Parks and Resorts develops and utilizes "agents" in the operations as well as leaders and safety professionals in order to implement a long term, multi-dimensional process designed to reduce soft-tissue body motion injuries. We will discuss case studies in several operations to highlight the process, including Attractions/Operations and Manufacturing.
- Management (1.00)
- Health, Safety, Environment & Sustainability > Safety (1.00)
- Health, Safety, Environment & Sustainability > Health > Ergonomics (0.72)