Foremans Leadership Training Committee Meeting December 2, 2004

1
Foremans Leadership Training Committee
MeetingDecember 2, 2004
2
OUTCOMES

• Improve safety of operations.
• To do things right.
• People that they are leading understands,
  supports, etc. to do the right thing.
• Enhance confidence level of supervisor.
• Consistency.
• Influence to perform satisfactorily.
• Miners would want to become leaders.
• Setting a good example.
• Promote continuous improvement.
• Effective control of loss.
• Making a case for safety (consequences).
• Facilitate skills /knowledge learned of a new
  work force.
• Integrate safety at all levels of management
  process.
• Mentor development.
• Intervene to influence critical behaviors.
• Few surprises (negative).
• Communication better what he wants accomplished.
• Reduce hazardous work practices, environment, and
  accountability.
• Source of quality information.

3
OUTCOMES

• Enable individual and team professional
  development.
• How to conduct a good effective safety meeting.
• Improve personal communications.
• Develop appreciation of the importance of follow
  up (accountability).
• Courage (speaking up, etc.).
• Limiting personal liability.
• Determination to achieve.
• Miners have respect and trust of foreman.
• Ability to use ideas of others.
• Enhance productivity.
• Learn how to plan and organize (first things
  first).
• Effective way to measure safety performance
  (proactive).
• Effectively manage safety suggestions.
• Visionary (future thinkers).
• Be understanding.
• Effectively discipline unsatisfactory
  performance.
• Goal oriented.
• Improve morale.
• Importance of commitment of values to an
  organization.

4
OUTCOMES

• Recognize and reinforce positive safety
  behaviors.
• Benefit to certification process (qualify).
• Develop a pool of foreman.
• Safety policies and procedures support.
• Cooperation between stakeholders in the process
  (with enforcement).
• Respectability.

5
LEADERSHIP QUALITIES

• Good listener.
• Understand first-before he/she can be understood.
• Wont compromise core values.
• Good knowledge of policies, rules, regs.
• Good communicator.
• Goal oriented.
• Vision (know what youre doing).
• Integrity (always take high road).
• Courage (stand up to destructive people).
• Respect for others.
• See safety as a core value.
• Love people manage equipment and supplies.
• Desire to run right positive attitude.
• Exhibit leadership show youre a leader.
• Set good example.
• Be a good instructor.
• Be creative.
• Trusting (of others).
• Give energy (never take it).

6
LEADERSHIP QUALITIES

• Self control (calmness in time of crisis).
• Experience.
• Versatility (mother, father, etc.)
• Delegator.
• Sense problems (people, conditions, equip)
  recognize problems. Unconscious competence.
• Change agent (influence changes).
• Decisive (confront).
• Accountability skills.
• Apply only there to help work within
  constraints.
• Concentrate on things they can control.
• Value self-development (timeliness/others).
• What is expected.
• Motivate towards continuous improvement.
• Morale builder.
• Follow-up (positive methods to get it to happen).
• Have a plan.
• Resilient.
• Let people have fun.
• Importance of being your brothers keeper.

7
LEADERSHIP QUALITIES

• Allocate and supply resources.
• Manage safety by observing, etc. Walking around
  positive reinforcement.
• Recognize barriers to the work process and remove
  them.
• Level with people about their performance.
• Jack of all trades - have knowledge well
  rounded.
• Credibility.
• Team player be a part of the solution.
• Humility (ask management for help, admit being
  wrong).
• Risk assessment skills.
• Value of positive feedback and recognition.
• Build a cooperative relationship with other
  people.
• Mentoring.
• Be able to anticipate whats going to happen.
• Limitations/expectations.
• Put yourself in other positions (do unto
  others).
• Treat others like they want to be treated.
• Accepts responsibility and accountability.
• Accepts risks.

8
Tools for Managers

• Plan (Planning)
• Assign (Organizing)
• Follow Up (Leading)
• Report (Controlling)

• Maintenance
• Safety
• Quality
• Production
• Cost

9
How do we implement? (develop, deliver, market,
follow-up, etc.)

• Development
• Time (suggestions)
• 3 parts (in phases) hands on
• Taught
• Academy
• Remote Location (Regionally)
• Pilot class to evaluate (General Manager, foreman
  participation)
• Count toward continuing education (if required)
• Train the Trainer
• Team teach (Train Federal/State/Industry)
• Small Mines
• Count towards 8 hours
• DEVELOPMENT TEAM
• MSHA Coordinator (Casto/Forte)
• Ken Perdue

10

• How do we implement? (develop, deliver, market,
  follow-up, etc.)
• What issues do we expect to encounter during
  implementation?
• How can we overcome these obstacles?