Using Behavior-Based Leadership for Culture Change

In the mid-1990’s, a refinery run by one of the world’s largest energy companies was having difficulties. A team from its headquarters was sent to assess operations and determined that the refinery was constantly on alert. Ongoing shutdowns, start-up problems, workplace injuries, and environmental incidents created a perpetual crisis.

To remedy the situation, the refinery took several decisive actions. Most notable among them was the installation of a first-class document and procedures management system, which provided an excellent audit trail. By 2001, the refinery had a 50 percent improvement in its recordable incidents rate and reduced its environmental exceedences by half.

Despite these improvements, progress was stymied. Slow progress resulted in poor community relationships and lost profitability. Engagement and ownership at the front-line was low, as was union-management cooperation. Long lists of actions generated by audits often were left unfulfilled, while procedures were either not followed or frequently disregarded. Workforce morale was low and turnover among skilled workers was high. In short, the refinery was bogged down in mediocrity.

Recognizing that they needed help, CLG was hired to provide the refinery with a behavior-based leadership system. The system was designed to deploy effective tools for leaders at various levels, as well as deliver leadership coaching that would complement the company’s initiatives.

A safety awareness and commitment survey had been conducted to facilitate the creation of a safety culture, and a separate survey provided insight on employees’ perceptions of racial and gender tolerance and equity in the workplace. CLG began with an assessment of these survey findings. Then, combining focus groups, interviews, and mini-leadership surveys with findings from previous audits, CLG helped the refinery’s leadership team clarify their primary performance drivers.

CLG identified the challenges at hand and worked with the organization to balance priorities, engage the organization, match performance metrics with organizational structure and reinvest in its people. Through a proactive application of behavior-based leadership, CLG assisted in forming a plan to improve results in several areas, including safety, environment concerns, and lost profit opportunity.

CLG also brought format, systems, and online coaching and rigor to the process. A powerful tool was the real-time or near real-time feedback on supervisors’ progress and the barriers they faced. This feedback allowed for effective coaching, or in some cases, intervention, which rapidly accelerated the speed of behavior change.

Today that same refinery is performing at levels hard to imagine just a few years ago. In fact, recent statistical analyses show that dramatic improvements in safety, environmental exceedences, and lost profit opportunity were substantially driven by the new leadership approaches. Behaviors changed because front-line supervisors knew precisely what everyone needed to do differently to get the improved results.

Login or register here for details on how CLG helped this client address their leadership issues, and the measurable results they were able to achieve.