The Leader and Their Team - How to Lead the Way

Leadership as a Driver of Change in HSE

In today's dynamically changing world, often referred to as a VUCA world (volatile, uncertain, complex, and ambiguous), traditional safety management tools are becoming less effective. Under these conditions, the Vision Zero concept comes to the forefront, where the first and most important rule is leadership. In his presentation, Serik Mashkenov, an expert with over 25 years of experience in managing HSE departments, explains in detail why leaders become the main drivers of change and how they shape a safety culture capable of ensuring zero injuries over the long term.

Value-Goal Leadership Model

The speaker emphasizes the fundamental difference between leadership and management: leadership is not a position, but an attitude towards the goals and objectives of the organization. The foundation of forming a leader is the value-goal model, which consists of three key elements:

• Values: A person's internal need for self-realization. The speaker highlights "driver values" that shape a proactive life stance and become a source of motivation.
• Goals: A vision of the result based on internal values and harmoniously aligned with the organization's goals. The ideal situation is when an employee's personal goals coincide with the company's global goals.
• Engagement Tools: Skills and methods that allow a leader to mobilize a team to achieve a common goal, including planning, communication management, and corporate culture development.

Practical Team Engagement Tools

The presentation details two simple yet highly effective tools that leaders can apply in practice:

The HIPPO Potential (Highest Paid Person's Opinion)

This tool is related to the influence of the company's top executives. The speaker uses an example to show how the involvement of top management can radically change the attitude towards safety:

• Meetings with new employees: When the CEO personally tells newcomers about corporate safety requirements, it lays a solid foundation for correct behavior that is difficult for unscrupulous colleagues to destroy.
• Site visits: Demonstrating genuine management interest in local issues creates an atmosphere of trust and openness.
• Public recognition: Sincere gratitude from the top executive for safe work motivates employees and increases their responsibility in the future.

Hersey and Blanchard's Situational Leadership Model

The speaker analyzes an approach where the management style adapts to the employee's level of competence and engagement. The model identifies four stages of skill development (from beginner to professional) and suggests corresponding leadership styles: directing, coaching, supporting, and delegating. Proper diagnosis of the situation (through simple questions like "how are things?" and "what are the results?") allows the leader to choose the optimal approach to maximize the potential of each team member.

What you will learn from this webinar:

• How to adapt HSE management to the conditions of the modern VUCA world?
• What is the difference between management and true leadership in safety matters?
• How to identify and develop leadership qualities in employees using the value-goal model?
• How to use the influence of top company executives (HIPPO) to shape a safety culture?
• How to apply the situational leadership model for effective team management at different stages of its development?
• By what criteria can a manager's level of leadership be assessed?