Professional Documents
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6 StepS to EFFECTIVE
SAFETY COACHING
WITH THE ACTIVE SAFETY COACHING FRAMEWORK
ACTIVE SA
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The term “coaching” originated in the mid-1800s and meant “to tutor
or help prepare someone for an exam or contest.” Since then
coaching has evolved into one of the most effective learning tools
we have. Today, coaching is no longer focused on teaching but has
evolved into a creative process that helps the coachee reach greater
potential by seeing the situation in a new light.
Consulting To give a strategy for direction Experience Need for strategic direction
Advising To tell how best to do something Expertise Need for action steps
Therapy To cure mental illness Training and certification Need for mental health
Friend To chat and share Liking the other person Need for companionship
Coaching To change one’s way of seeing Being a trained observer Need for change
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SAFETY LEADERSHIP DEVELOPMENT WHAT IF THE SAFETY LEADERSHIP HAS INHERITED THE TITLE
AND BASES THEIR VISION ON THE PREVIOUS LEADER’S?
Safety leaders’ role is to envision the safer future others are not seeing and enroll followers to
make their vision a reality.
SAFETY MANAGEMENT SYSTEMS (SMS) YOU may have the best procSSES in place, but
what if the employees do not follow them?
Many Safety Management Systems look great on paper but don’t live up to their potential from a
safety compliance perspective.
LANGUAGE AS A TOOL IN
SAFETY COACHING
Language is a basic tool in coaching which is driven by asking powerful questions. However,
language has a bigger role in coaching because while actively listening to the coachee’s story,
the coach can investigate if the coachee’s breakdown is the result of ineffective usage of
language. Whether we use English, Spanish or Chinese, language can be fundamentally
classified in three ways: Historical, descriptive and generative.
Eg: This is a wet surface. Eg: Safety begins Eg: I’m requesting you get
with teamwork. this done tomorrow.
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How many times
have I told you
to wear PPE?
EMOTIONS AS A TOOL IN
SAFETY COACHING
“I do good work
“I know enough but am aware
already.” COMPLACENCY there are things I
HUMILITY
don’t know”
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BODY AS A TOOL
IN SAFETY COACHING
The same analogy applies to plant operators, nurses, pilots or a CEO. All the core
things they are doing repeatedly have become habitual. Whenever there is a
change in procedure or a deviation from the norm occurs, it is necessary to make
the new learning habitual through practice. This process of intentional learning
engages your thinking processes and a number of emotions.
S Almost
a habit
already...
A GRE E TO DEVELO P N E W H A B I T S T H R O UG H PR A C T IC E
Engaging the body is essential if you want to generate new habits. A great safety
coach needs to work with the coachee and ensure that the new awareness they
have gained becomes available in the body habitually. This requires practice on
the part of coachee, but at the same time, they need the support of their coach to
remain accountable.
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SAFETY MANAGER
AS A COACH
CE
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WE S EE S AFETY T H E WA Y W E S E E S A FE T Y.
THE Y S EE S AF ETY T H E WA Y T H E Y S E E S A FE T Y.
The most fundamental philosophy in safety coaching is that every individual
perceives risk differently. As unique observers of risk, we all respond to the same
event differently. It is the organization’s safety vision that sets the standards for
acceptable risk. A safety coach uses non-directive, non-judgmental
communication to help the coachee see safety the way the organization sees
safety.
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STEP 1 - AWARENESS
Awareness is the beginning of any learning or change. If you don’t know
where you are, you don’t know what direction to move.
SELF-AWARENESS
Self-awareness is the ability to reflect on the way one understands the world
and why one acts the way they do. It allows people to see their capabilities as
well as their limits; their knowledge as well as their ignorance.
COACHABILITY
A coachee must be open to coaching, have humility available and trust their
coach and the process of coaching. They must give permission to be
coached to ensure they are open, and thus, coachable.
ENEMIES OF LEARNING
All of us have beliefs or habits that interfere with our learning. A self-aware
person knows their personal enemies of learning and how to set them aside
when they are a barrier.
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STEP 2 - COMMUNICATION
Communicating is much more than using the right words. It is the transfer of
meaning from one person to another with clarity.
ACTIVE LISTENING
Active listening seeks to understand the interpretation of the words the other
person is using, noticing the emotion they are speaking from and observing
their non-verbal signs. It also includes listening for what is not being said or is
missing from the conversation.
POWERFUL QUESTIONING
There are types of questions that are more useful or powerful in coaching.
Big, open-ended questions are often the best to begin the coaching process
as they challenge the coachee to pause and reflect.
DIRECT COMMUNICATION
In coaching, being direct does not mean being harsh, it means sharing what
you observe about the coachee or the questions that occur to you without
filtering or judging.
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STEP 3 - TRUST
Trust is what allows us to interact with others and is based on our
assessment of sincerity, competence, and reliability.
TRUST IN COACHING
Trust is the bedrock emotion of coaching. A coachee must give permission to
a coach to help them explore new areas and ways of thinking which requires
a high level of trust.
COACHING PRESENCE
The ability for a coach to set aside distractions and be fully present with the
coachee is a sign of respect and acknowledges the importance of the
coachee’s challenge. It is a skill every coach must develop.
COACHING ETHICS
A coach must be honest, transparent and professional. Clarity about the level
of confidentiality is essential. If the coach must report some aspect of the
coaching conversations, the coachee needs to know this from the start to
build and maintain trust.
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STEP 4 - INTERPRETATION
Every human sees the world differently. This means we see and assess risk
differently as well. Bringing the interpretation of the coachee and
organization into alignment is at the core of safety coaching.
RISK INTERPRETATION
A common breakdown coaching can address is a gap between the way the
coachee and the organization understand risk. This is central to safety
coaching because the way the coachee understands risk and safety drives
their choices and behaviors.
SHARED INTERPRETATION
We can agree on a definition but still have different interpretations. That
shows us why we must work toward creating a shared interpretation of
safety culture, processes, standards, and behaviors.
SAFETY CULTURE
Culture can be thought of as “just the way we do things here.” Creating a
safety culture requires that we all understand every element of safety in the
same way and that we practice doing them in a consistent manner.
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STEP 5 - VISION
Vision can be thought of as what we see when we imagine our future state of
being. Having a shared vision is essential if we want to create a strong safety
culture that will last.
SAFETY LEADERSHIP
COACHING GOALS
In safety coaching, one key goal is aligning the vision of the coachee with the
vision of the organization. This can happen by either one or both shifting but
is central to the coaching conversation.
ACTION PLAN
To generate a vision, actions are required, and actions require clarity of what,
when, how, how much, how often and with whom. Determining and helping
the coachee adhere to these is part of creating the shared vision.
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STEP 6 - ENGAGEMENT
We know someone is engaged when their behaviors show dedication to
creating a shared vision. Engagement may begin with promises but is
revealed in behaviors.
PRACTICE
ACCOUNTABILITY
FOLLOW UP
Dan is a coach trainer, a leadership trainer and a culture development coach with more than 20 years’
experience. He has trained thousands of coaches worldwide and has logged more than 7500 hours of
coaching leaders and teams. He has trained and coached safety leaders and teams from high-reliability
industries such as Aerospace and Chemical Manufacturing. Dan’s specialty is developing the human
and relational skills necessary to drive world-class safety performance. He engages the power of our
three centers of intelligence (Body. Emotions and Language) in his coaching, which means his
coaching is not just limited to intellect, and that approach delivers faster and more profound results for
his clients. He is the course leader for the “Mastery in Safety Coaching” program presented by
SafetyRelations, and the program has received rave reviews from participants worldwide. Dan has
taught, presented and coached leaders and organizations in the U.S., Canada, Europe, South Africa,
Singapore, India, Pakistan, Latin America, and Jamaica. He is a Professional Certified Coach (PCC) by
the International Coach Federation (ICF), and his coaching programs are fully aligned to ICF’s
guidelines and ethical standards.
Safety elations
SafetyRelations is a Virtual Learning Environment (VLE) offering specialized programs for
high-reliability industries such as Aerospace, Healthcare, Manufacturing, Oil & Gas and Chemicals. Over
the past eight years, we have trained thousands of senior leaders in one hundred countries worldwide.
In addition to compliance and technical courses, we offer a set of powerful tools and methodologies to
help organizations see safety differently and create a culture of safety. Our ACTIVE Safety Framework
is a 6-step method to generate safety through coaching. The framework meets the unique need for a
structured approach to deal with safety leadership challenges.
S MASTERY IN SAFETY COACHING
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