The Safety Leaders Hub
The Safety Leaders Hub is a coaching and community subscription-based service designed for front-line leadership development and support at scale.
The following support tools are included to help you and your teams grow.
- Group Coaching (Live group session via technology)
- Bite-sized learning (Monthly themes)
- Resources (Ask and expert)
- Peer Community (Learn from other leaders)
- Individual 1:1 Coaching & Mentoring
A collaborative learning platform is at the heart of the programme to support both synchronous and asynchronous learning and collaboration.
Our expert coaches and facilitators are there to support you and your teams every step of the way.
Empower Your Front-Line Leaders with The Safety Leaders Hub
At the heart of organisational safety culture success are strong front-line leaders. The Safety Leaders Hub is a uniquely tailored coaching and community subscription-based service designed to elevate the capabilities of your front-line leaders. Our comprehensive suite of support tools empowers your leaders to excel in today's dynamic work environments.
What We Offer:
- Targeted Group Coaching: Engage in live, technology-enabled group sessions that address real-world leadership challenges.
- Bite-Sized Learning for Immediate Impact: Monthly themes offer concise, practical lessons that leaders can immediately apply for tangible results.
- Expert Resources at Your Fingertips: With our 'Ask an Expert' feature, leaders have direct access to seasoned advice, enhancing decision-making and problem-solving skills.
- Peer Community for Collaborative Growth: Join a network of peers to share experiences, learn collaboratively, and build a strong support system.
- Personalized 1:1 Coaching & Mentoring: Benefit from tailored guidance and mentoring, fostering personal and professional growth.
At the core of The Safety Leaders Hub is our collaborative learning platform, facilitating both synchronous and asynchronous learning. This platform ensures that leaders can engage with the content and community on their own terms, making learning adaptable to their busy schedules.
Guided by our expert coaches and facilitators, The Safety Leaders Hub is more than a service—it's a partnership in leadership excellence. We are committed to supporting your teams every step of the way, ensuring that your front-line leaders are equipped to drive success and safety in your organisation.
The Safety Leaders Hub – Where Leaders Grow, Teams Excel, and Organisations Thrive.
The Safety Leaders Hub
The Safety Leaders Hub will be launching in Q1 2024
Who is The Safety Leaders Hub for?
Whether you are an individual looking to improve your leadership and management skills or represent an organisation looking to improve your general front-line and mid-level leadership and their teams, consider The Safety Leaders Hub as your support partner.
Front Line Managers, Leaders and Safety Professionals
The role of managing and leading has many daily challenges, not only ‘downwards’ (employees and teams) but sideways (teams and customers) and upwards (your boss, manager, supervisor, and other leaders).
And you have that added responsibility of directly impacting corporate vision, safety/organisational culture, employee retention, sales, customer services and safety.
How do you
- Create an inclusive team(s)?
- Build a team where everyone feels safe speaking up and contributing.
- Inspire and motivate these teams?
- Share stories of your experience with impact to support a culture of care?
- Have those tough performance review conversations?
- (more importantly) have a positive performance review conversation?
- Create and run productive meetings?
- Approach your supervisor (boss, manager, etc.) to get your needed support?
- Set up and present engaging and impactful presentations.
- Inspire and delight your customers?
- Help you implement what you have learned in a leadership development program/training.
- And much more.
Can coaching and community help you with that?
In our unstoppable world, stopping and making meaning of the endless changes and transitions life throws your way is essential.
Coaching is for you when you are in a transitory phase and require a deeper understanding of yourself and your environment before achieving the desired results in your career, business or life.
Community is a way to reach out to peers, share learnings, stories, frustrations, successes and support each other.
You might be finding yourself in one of these positions…
- Are you a self-motivated individual in transition or going through a significant change and want support?
- Have you just taken on the role of managing a new or existing team?
- Is this your first leadership role?
- Are you facing a challenge or goal that seems overwhelming?
- Are you struggling to get the support you need from your line manager?
- You’ve made it to that new country and now face cultural challenges.
How do you get things done?
The Safety Leaders Hub is designed with you in mind through just-in-time support and community.
Organisation, Operational and People Leaders
Our mission is simple!
‘We are here to help you support your people’.
And the specific ‘your’ people we are referring to are;
New, emerging or even a bit jaded leaders, supervisors, team leaders, project leaders, managers, managers of managers. Your frontline and operational leaders, including safety personnel.
Supporting new leaders while maintaining all your other responsibilities as a team or operational leader can be a struggle.
Do you find it hard to be available to support your frontline leaders?
Have you promoted a brilliant technical person and now realised they need additional leadership support?
“Dean was fantastic in his technical role and now appears to be struggling with being a team leader.”
Do you have a high staff or crew turnover?
We know that people rarely leave their jobs/companies; they leave managers. And that costs you [organisation] a fortune in lost time, recruiting, training, etc.
If left unchecked, you will end up with resentful and unproductive people. And not just the individual but their team as well.
By developing new skills, your best technical leaders can become productive, satisfied, well-rounded, proactive safety leaders.
Current research suggests that it is 12 to 14 years from when people land their first leadership-type role to the time they get their first leadership training and support within organisations.
An unfortunate statistic indeed, and you may well be different.
With all the good intentions in the world, you’ve sent them on training and are perhaps frustrated that nothing seems to have changed or been implemented since their return.
What is often missed in the learning process is supporting those people when they return from development training, particularly human skills.
Coaching is an excellent support mechanism for both the person returning from training and the manager, who is often too busy to provide the support needed.
Our questions to you are
- What support have you been able to provide?
- How have you been helping them on their new leadership journey?
- Who is there to provide the support they need?
- Is their boss/manager in a position to help them?
- Does the new boss/manager of the new and emerging leader have the skills, let alone the time, to provide support?
- What training have you provided?
The Safety Leaders Hub is here to support you and your leaders and help close the learning and support loop.
The Safety Leaders Hub
The Safety Leaders Hub will be launching in Q1 2024
Read their stories - they may feel familiar
I remember Mum and Dad’s reaction. They were so proud. For a moment, I thought Mum was going to cry. Again. Truth is, I was proud as well because it’s a pretty big deal. I’m one of the youngest team leaders in the company. Sixteen months in a row, I hit my project deadlines. I didn’t know it at the time, but that was unheard of. And this is my reward.
Me, a leader? I can barely lead myself. It all happened so quickly. One minute I’ve got my own project to worry about; the next, I’ve got massive team projects on my shoulders. That’s a big enough responsibility, but then there’s the team. Four of them are good friends, and one, if I’m honest, is someone I’ve never really got on with. She’s sarcastically called me ‘boss’ a couple of times, which I don’t really know how to handle.
I’m less worried about her; it’s the other four. The four I go drinking with. The four that are my best mates here. Now they’re asking me to approve holidays. And they’re all looking to me for direction. What makes it worse is that one of them is really struggling to finish jobs on time. His performance is the worst in the company. And his attitude isn’t any better. He’s told me as his mate that he wants to be anywhere but here. I don’t know what to do.
And then, there are the meetings. I have weekly meetings with my manager, meetings with all my fellow team leaders, and then meetings with my team. Those are the worst, but the truth is I hate all of them. Actually hates a bit strong. I feel like I’m being judged in every single meeting. There are things I want to say, but I can’t. By the time I’ve thought about the thought, the moment has gone, and we’re onto another topic.
I don’t feel I can tell my boss how I really feel. I’ve asked for some advice a couple of times, and although she’s pleasant enough, I always get the feeling I’m keeping her from something else.
And here’s the truth. I wish I were just Dean, the technical guy again. I wish I were doing what I was really good at because now I just feel out of my depth. And the worst thing is that I can’t tell anyone. I’d usually tell my mates, but everything’s changed. I can’t show weakness. I guess I just need to keep going and figure it out for myself.
Where can I get help?
The scores on the board don’t look great. It’s been another less-than-stellar month, and it’s fair to say the pressure from my boss and his boss has intensified over the last few weeks. It doesn’t help that Dean, our best technical guy, has stepped up to become Team Leader. He’s a brilliant technician. He's a total natural, but as a Team Leader, he’s got some way to go. Maybe I was naive, but I thought he’d hit the ground running.
Maybe that’s unfair. He’s young. But I thought he’d inspire his team and that some of his natural can-do talent would rub off on them. He seems to have lost a bit of his spark. It just feels like he’s retreated into himself a bit. He actually looks scared, especially in meetings. It’s all a bit ‘rabbit in the headlights’, if you know what I mean.
I suppose it will take time. He’s just a kid, and I can remember what it was like when I was his age. I’d love to spend more time with him and take him under my wing. But I can’t; Dean’s just one of six team leaders who report to me. I think he could become the best of the bunch, but my problems don’t begin and end with Dean.
One team leader has handed their notice in. He’s leaving for one of our competitors because it’s a step up in responsibility. And he gets more money. And another just handed in a sick line. She’s going to be off for a month. Something to do with her back. Again. And that means that I have to manage her team of seven. The net result is that I’ve gone from six direct reports to 13. All the Leadership Team is really concerned about is the bottom line and project completion.
Unless results improve, the pressure is only going to increase on all of us. The atmosphere has definitely changed, and morale is on the decline. We’ll get through this, but I need everyone to step up to the plate and deliver more.
So, as much as I’d like to, there genuinely isn’t any room under my wing to fit Dean. Listen, he’ll be fine. Tony, our Learning & Development manager, is on the case. He’s already taken him through his induction. He sees what I see. Dean is someone with genuine potential. I’ve asked him to work his magic and see what he can do to support Dean more.
How can I support Dean without compromising my own world?
I love what I do. But it’s definitely getting harder to make the impact I want. Although we’ve got a pretty big HR department, the L&D team is a team of one – me. I’m juggling the usual compliance, policies and induction piece with the more personal development-focused work. The vision was always to be spending three-quarters of my time on developing our people, but, if I’m honest, it’s gone entirely the other way.
Maybe I’m a naive idealist, but supporting the team and helping them develop was always what I wanted. It was the barometer of success. If we could promote from within, then I felt my job was done. If someone I’d worked with were able to take those skills, apply them and get recognised, then I’d feel good in some way for the small part I played in that success.
Take Dean, for example. He's a great kid with great technical skills, and he’s got all the makings of a real star for the business. He’s now our newest team leader. The focus of his induction has been to teach him the policies he needs to run his team. So far, I’ve taken Dean through sessions covering our performance reviews, safety regulations, grievance and IT policies, etc. He’s also got a session lined up to learn about our project management system.
He’ll get the opportunity to complete a management course, but that’ll be 6 months down the line. In the meantime, Dean’s boss, Claire, has asked me to ‘work my magic’ because she feels like he’s struggling a bit. My mission is to boost his confidence. I’ve scheduled a session with him for 3 weeks time. My immediate focus is launching a technical competency training programme.
I suggested to Claire that she could coach Dean in the short term but she’s too busy. This is something we’ve talked about before setting up our own coaching programme. Each new manager or team leader would be assigned an experienced manager to support them. We first talked about it 18 months ago, but it’s just not a priority right now. Never mind the fact that we’d need to train the managers on some fundamental coaching and mentoring skills.
I’m sure Dean will be fine for 3 weeks. He’s a smart kid, and he just needs to have a bit more self-belief and rediscover the spark that made him our top technician.
Time to look for external help.
We want to partner with an organisation to run a pilot Safety Leaders Hub.
Ideally, you have eight to twelve frontline leaders that you would like to support and develop. The pilot will run for a minimum of three months.
Terms and Conditions apply.
If this sounds like a programme that would benefit you, then please email me (Karin) directly for a conversation at [email protected].