LEAD BY EXAMPLE
Strengthen Your Sphere of Influence
If you understand where you have the most influence as a board member to drive systemic change from your governance decisions / framework, you might be quietly confident that you have a fairly good health and safety governance structure in place to prevent harm.
Brilliant, you’re ahead of the game!
Only problem is, if you want to make a positive impact, you need to look beyond prevention – focus more on how you and your board can treat those in your organization in such a way that they become more, rather than less than what they were at the point of their employment.
This is a Regenerative Leadership mindset and it’s essential for the next generation of boardroom leaders if you genuinely want to make a positive impact.
This collection is devoted to the mindset of a Regenerative Leader. It’s about shifting your focus from overseeing, to leading by example.
While you’re here, don’t forget to download your Guide to Demonstrating Heartfelt Leadership in Your Boardroom for tips on how to lead with heart and influence your peers.
Our paradigms, mental models and mindsets can insulate us from learning and seeing red flags through what’s called a Reflexive Loop. It’s an unconscious bias that can reaffirm how well our or how ‘right’ our inner voice is, and subconsciously prevent us from listening to alternative ways of understanding things. In this video I’ll explain how the Reflexive Loop works and a tool to expose your assumptions, values and beliefs in a constructive way – FREE GUIDE AVAILABLE.
In this video I’ll explain two paradigms that dominant our boardrooms in terms of the way work gets done and they are influencing the questions board members ask about safety and health, but only one is going to support safe and healthy work and help you make a positive impact.
In this week’s video I talk about why we often see significant events as something unique; that is, we try to find some quirk or practice that can separate us from those who have erred or failed. The risk is that we don’t learn or see the red flags in our own organisation.
Most organisations after a tragedy will focus on updating the safety management system, but there will be a point when the system looks good on paper, but the board will still be at risk of influencing adverse events if members don’t understand what creating safety really involves, and their role in it. In this video I outline some key principles that should be in any board members’ professional development in safety leadership and governance.
The coroner’s report into the Dreamworld tragedy highlights significant gaps in the competency of workers and technical experts, but nothing on the competency of the board. In Part 1 of this 2-part series I look at the coroner’s comments of a careless and negligent board and dive into whether the board was actually careless or was it more a lack of competency in safety leadership and governance?