Discuss the characteristics of a

Leader/Supervisor

Understand NSH vision of an

effective Leader/Supervisor

Review the importance of setting

clear expectations

Has vision
Communicates effectively
Organized
Works with and through people
Proactive, not reactive
A self-starter

Qualities of an Effective Leader/Supervisor.

Dynamic personality
Competent
Salesman
Planner
Organizer
Communicator

Teacher
Fair to all
Uses initiative
Decisive
Enthusiastic
Consistent

Successful Leaders/Supervisors do three

things:
Listen to gain information
Ask questions to gain understanding
Help people grow

Train their employees

Communicate safety requirements
Set the example
Enforce the rules
Encourage positive behavior
Investigate accidents
Execute project expectations
Provide resources necessary to work safely

Know and comply with SADARA- HSE rules, policies

and procedures.
To stop unsafe work practices
To correct unsafe conditions in their work place
To ask for assistance when needed.

Four types of leadership:

Authoritative

Democratic

Social

Laissez-faire (hands-off)

HIGH
High relationship
Low task
RELATIONSHIP
OR
SUPPORTIVE
BEHAVIOR

3 2
4 1

Low relationship
Low task

LOW

High task
High relationship

High task
Low relationship

TASK OR DIRECTIVE
BEHAVIOR

HIGH

HIGH

Coach

Support
RELATIONSHIP
OR
SUPPORTIVE
BEHAVIOR

S3 S2
S4 S1
Delegate Direct

LOW

TASK OR DIRECTIVE
BEHAVIOR

HIGH

 Individual Requirements:
A positive, honest, loyal individual with integrity, who is friendly, courteous
and self-confident, with a strong desire for self development.

People Skill Requirements:

An individual with a value for treating people fairly and equally, with dignity
and respect and promotes education and individual growth.

Leadership and Management Requirements:

An individual who is safety, quality and customer focused, knowledgeable
of the trade, with the ability to plan, organize, lead people and manage
processes. An individual who promotes total project teamwork and
harmony at all levels, including customers, subcontractors, vendors and
suppliers.

Must be reasonable
Must be attainable
Must be relevant
Should be challenging
Different of each employee
Based on goals of the project

Review job requirements

Review past performance
Compare performance to job
Develop the goals and expectations
Determine YOUR goals for your group
Consider YOUR bosses goals
Involve employees in goal-setting
Short- and long-term expectations

We discussed:

Characteristics of a
Leaders/Supervisors
NSHs vision
Setting expectations and goals

Effective
Communication

Getting the message across

The art of listening to others
The importance of feedback

Mind-reading and assuming

Rehearsing what youre going to say
Drifting in and out of the conversation
Derailing by changing the subject
Filtering - hearing what you want to hear

Use eye-to-eye conversations

Speak clearly
Question for understanding
Listen to comments/questions

Remember, youre trying to help

Show genuine concern
Do it at the right time
Show the benefits
Avoid vague suggestions
Just say no to you should have

Message

Barriers

Sender

Receiver
Feedback

Words We Use

7%

38%
How We Say Words,
Sounds We Make

55%

Nonverbal
Body
Language

Passive

Hearing, but not really listening.

Active

Complete attention; not

preparing to talk; listening with
empathy.

Positive body language;

Keep an open mind;
Tolerate silence;
Avoid distractions;
Ask questions;
Observe and listen;
Repeat speakers thoughts;
and
Listen for facts / key words.

CHARACTERISTICS
Honest
Competence
Being forward looking
Enthusiasm
Credibility

Practices
Challenging the process
Inspiring a shared vision
Enabling others to act
Modeling the way
Providing encouragement

Negative vs. Constructive; and

Subjective vs. Objective.

Communicating effectively
Causes of
misunderstanding
Giving criticism
Communication process
How
Listening
we communicate

Listening barriers
Active/Passive listening
Listening techniques

Feedback

Feedback & constructive criticism

Subjective vs. objective feedback

Define motivation & initiative

Learn how to let go
Identify ways to cultivate initiative
Appreciate the power of patience

Look for trainees who:

Welcome change and challenge

Communicate easily
Embrace others ideas and
suggestions
Are open to direction
Take calculated risks
Know their limitations
Think positively

Look for trainees who:

Fight change and challenge

Have problems communicating
Dont consider others ideas and
suggestions
May not take direction well
Reluctant to take risks
Dont know their limitations
Have negative attitudes

Learn to let go
Encourage trainees to come to you
with problems - and solutions
Understand your peoples
expectations and goals
Expect more than you think you can
get
Realize that sometimes trainees will
make mistakes

Direct your actions by logic; not

emotion
Give people the benefit of the doubt
Assume each suggestion or idea is
workable
Listen to concerns and complaints
Assign realistic tasks and deadlines
Maintain self-control

Recent entrants to the workforce

People returning to the workforce
Disabled persons
The poorly educated or under-educated
Foreign nationals (Different
Tribes)Laungage Barriers.

Doesnt understand expectations

Has communications problems
Has unrecognized learning
disabilities
Overly sensitive to criticism
Fails to take initiative
Functionally illiterate

Show respect
Set a positive example
Train thoroughly and reinforce
frequently
Explain jargon, industry terms, etc.
Avoid sounding judgmental

To know why
To know how
To be recognized
To maintain pride and
dignity
To be treated as adults

By the end of this segment, you will be able

to:
Identify the benefits of teambuilding
Understand the characteristics of an
effective team
Explore the different types of teams
Become familiar with team member types.

On

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Forming
Storming
Norming
Performing

Open/ongoing exchange
Solidarity
Support for each other
Initiative and creativity
Realistic assessment
Freedom from defensiveness
Common goals

Contributor:
Task oriented;
Provides information & data;
Pushes the team to set high standards;
Uses resources wisely; and
Dependable.

Collaborator/Coach:
Goal directed;
Sees mission, or goal as most
important;
Flexible and open to new ideas;
Willing to pitch in;
Shares limelight with others; and
A Big Picture person.

Communicator:
Process oriented;
Active listener & facilitator;
Resolves conflict in the team;
Consensus builder;
Builds an informal, relaxed climate; and
A Positive, People Person.

Challenger:
Questions goals, methods, and ethics;
Willing to disagree with the leader;
Encourages team to take calculated
risks;
Two types of Challengers:

Innovator - Like to try new things

Show-offs - Want to be center of attention.

Does the team leader have

leadership ability?
Do you have the right balance?
Are the goals well understood?
Is there a high trust level?
Are team members recognized?
Are tasks being accomplished?

Evaluate the team on an ongoing basis

Do things to maintain the team
Come to the rescue when needed
Periodically evaluate team performance

Be yourself
Communicate
better
Resolve conflicts
Reciprocate
Enjoy others