AISTech 2019 — Proceedings of the Iron & Steel Technology Conference

6–9 May 2019, Pittsburgh, Pa., USA

DOI 10.1000.377.002

The Building Blocks of EHS Leadership

Malcom Dunbar CSP, MSSM

Edw. C. Levy Co.
8800 Dix Avenue
Detroit, MI 48209
313.429.2648
Email: mdunbar@edwclevy.net

Keywords: Leadership, Management, Safety, Environmental, Health, Risk

INTRODUCTION
The key element of good environmental, health and safety (EHS) performance is summed up in one word, Leadership. An
organization working to improve their EHS performance often start with compliance and then work upward to management
systems. While compliance and management systems are important parts of our EHS efforts, they are not foundational to
good EHS performance as they are subject to interpretations and are just the basics. Leadership goes beyond compliance and
system management and is all about having the commitment and courage to influence others in a caring and consistent
manner to know the rules, follow the rules, and to do the job the right way all the time. This paper outlines the foundational
steps necessary to continuously improve our EHS Leadership efforts.

DISCUSSION
What comes to mind when we think about the characteristics of great Leaders? Many people when posed with this question
respond with answers like; tough, determined, visionary, strong, and powerful. In our society today, we are programmed to
think about the Leader as the one who takes charge in getting the team to conquer the hill, or the one who rallies the team to
win when they are behind at halftime, or possibly the top management person in a company who has to balance the demand
of running a business with those of investors , or the mythical super hero dedicated to saving the world from destruction.
While it is true that Leaders do often stand out front and take charge, it is truer that the most effective Leaders let others take
the lead while giving others the credit, and in many cases are the ones working behind the scenes guiding the team rather than
up front getting the glory. The age-old question of whether Leaders are born or developed can be answered simply by saying
that yes, they are sometimes born and more often developed. Some leaders are born with a natural born tendency to lead, but
most Leaders are not born that way and in fact they are developed over time by using some of the same foundational items
we will be discussing.
We are all EHS Leaders! This can be a concept which unfortunately can become fuzzy when an organization takes the
positive step of hiring EHS professionals. If not managed carefully, we can send a signal to the organization that the EHS
professional is the Leader and the rest of us should just follow along. If working in an organization where EHS professionals
are also employed, take the time to ask others in the organization whom they feel is the EHS Leader. Often the first answer
we receive is the safety coordinator, or the safety manager or the safety director, or another person from the EHS team. Ask
the same question at a more progressive company and they will point toward their management team by saying they are the
Leaders. But those organizations with outstanding EHS leadership will point to everybody in the organization as their EHS
Leaders since it takes every person from the top to the bottom to achieve a superior performance.
To discuss Leadership let us start with what it is not, it is not being a manager. Although a manager can certainly be a
Leader, they are not automatically one simply for having a management title. The key functions of a manager are to preside
over processes, functions, and programs while organizing and carrying out the demanding business of getting the work done.
At the same time, managers must account for the time and cost while ensuring the work is done in the safest and most
efficient manner. They are not necessarily an EHS Leader and in many cases, this is does not become obvious until after a
serious incident occurs and we ask why our leadership failed.

© 2019 by the Association for Iron & Steel Technology. 15

Leadership is a key component in great EHS performance and this sometimes is not understood by many who do not know
how EHS incident prevention functions on a core level. Fundamentally speaking, the prevention of incidents (injury and
environmental) is all about identifying, eliminating and/or controlling hazards and risk. A hazard is defined as any real or
potential condition that can cause injury, illness or death to personnel, or damage to or loss of a system, equipment, property,
or the environment. While risk is defined as the probability of that hazard transitioning into an unwanted event (an incident)
resulting in negative consequences such as an injury or physical damage (property or environment). Despite years of
engineering design and experience there are risks everywhere and our job is to first identify and then eliminate them when
possible and to control them when it is not possible. Since there is always some degree of risk it must be recognized that no
job task, whether on the job or at home, is totally unsafe. If it was then we would simply not do it, as an example; imagine it
is winter time and we are about to leave our home for work and when we assess the conditions outside they are so terrible
that is was a 100% certainty that we would be seriously injured or even killed on the way to work. What would we do? Quite
obviously we would not leave our home until the conditions improved, or we were provided with an alternate method to get
to our destination safely. This same logic applies to the work we are doing every day on the job. When we are faced with a
job task where we are 100% certain if we execute it then somebody would be seriously injured or killed, then we would not
perform this job task until we changed some job task variable to make it safer. On the opposite side, no job is 100% safe
either as both hazards and risks are everywhere and since nothing is perfect there is variability in everything. Because of
these facts we are constantly faced with some degree of risk and it is something we deal with everyday of our lives. The
critical action for us to remain safe is to identify, eliminate and/or control the risks we face each day. Fortunately for us, most
of the work toward this has been done so all we really need to do is know the rules associated with what we are about to do,
and then follow the rules. Risk can sometimes be eliminated, but most of the time the best we can do is to reduce it.
Risk is not something to be feared, but instead it is something we must respect as without taking some risk we would never
advance our processes or ourselves as a society. If we were 100% risk adverse as people, then most probably we would still
be riding horses and travelling in buggies while thinking the moon is made from cheese and the world is flat. Rather than
fear it, we face risk by using a process of identifying the hazards and assessing the risk, eliminating it where possible and
controlling it when we cannot eliminate it. These are all important management functions and when done properly make a
tremendous difference in our EHS performance. Since not all risk can be eliminated and only reduced, the risk we have left
is what is called residual risk. This residual risk is present in every job and it is the risk we face every day in our lives as we
navigate the space between safe and unsafe facing both low and high risk. Once we know the residual risks of the job tasks,
we then protect those having to perform the task by providing guidance which when followed will provide a safe path in
completing the task at hand. This guidance comes in the form of training, clear rules, workable regulations, job procedures,
and similar EHS incident prevention tools and techniques. See Figure I.

Figure I: Risk path between 100% Safe and 100% Unsafe, data from Conklin.
Figure I represents how job tasks are designed to be executed regardless of whether this is a job involving safety
consequences, or environmental consequences. Follow the guidance provided and it will result in successful navigation
through the risk to the end of the job task without negative consequences. This is all about managing the job which includes
setting up the processes, functions and programs.
One of the critical variables not shown in Figure I is the human factor. Humans must navigate this space by following the
guidelines provided and since humans are imperfect they are prone to error which can be caused by numerous factors
including being tired, frustrated, facing time pressures, wrestling with comfort issues or put simply, the unexpected. If not
given the proper leadership our employees can stray from the guided path and can interact with the unsafe zone experiencing

16 © 2019 by the Association for Iron & Steel Technology.

an injury incident or environmental event. See Figure II. This is not saying our human employees are bad people, or the cause
of all incidents, as for the most part our workers do an excellent job of working in non-perfect systems by dealing with and
adjusting to job changes quite effectively. But, since we have we imperfect people who are working imperfect systems bad
things can occur. When this happens, our natural tendency can be to blame the employee when we need to look at the full
scope of the job and the job performance factors including how the jobs were set up in the first place.

Figure II. Risk path highlighting employee drift, data from Conklin.
An additional factor in play is that over time we humans tend to become tolerant of the risk we are facing. When starting a
new task, our awareness of the risk we are facing is in fact very high. During these times we are probably more cautious and
careful of the risk then the actual risk dictates. After we gain experience and our skills improve, and we have no negative
experiences, we begin accepting the risk as no big deal and once this happens we begin taking the risk for granted. It is at this
point we start to move into behavior of risk taking without ever realizing the magnitude of risk we are taking. As an example;
remember back to that first experience as a teenager driving an automobile on an interstate at 65 miles per hour (or faster), for
most people that was a harrowing experience. When driving fast for the first time we were very aware of how fast were
going, we were constantly looking around and checking our mirrors, our hands were placed as trained at ten and two on the
steering wheel and our knuckles were white from the stress of gripping the controls. At that point our awareness far exceeded
what was needed for the actual risk dictated and we were so alert to any chance the risk would transition into an unexpected
event. As we gained experience driving our skills improve and we become very tolerant to that risk so much so that travelling
at 65 miles per hour no longer feels uncomfortable. Unfortunately, in this example our risk tolerance is so high we become
relaxed and at times add to the risk by driving distracted when speeding, talking on the phone, catching a sneak at a text or
maybe eating a quick lunch. Even though the risks of travelling at 65 miles per hour have gone down slightly over the years
(thanks to … seat belts, air-bags, anti-lock brakes) they remain high and we basically take them for granted. This risk
tolerance results in drifting from the guidance we were provided when we learned to drive and if allowed to continue to drift
without becoming aware of our actions we could encounter an unexpected situation and be involved in a serious roadway
incident. This remains today the number one reason over 40,000 people die every year on the highways when they speed,
drive drunk or drive distracted. These same risk tolerance factors are at play in the workplace and even though we design a
job with effective guidance controls, once a human executes a task time and time again they can fall into this situation
without realizing what has happened. This is not necessarily due to simple neglect, rather the factors of being tired,
frustrated, angry, depressed, medicated, in a hurry or even bored. Therefore, it is important to make safety a consistent value
and to raise the awareness of the job through good Leadership. Figure III.

© 2019 by the Association for Iron & Steel Technology. 17

 Figure III. Risk tolerance over time, data from Wilson.
The example provided above relates to safety, but the same principles hold true for environmental and health issues as well.
Many of the major environmental events of most recent were the direct result of an imperfect system combined with humans
being humans who over time became tolerant of the risk they were managing. The Exxon Valdez oil spill was directly
attributed to crew fatigue when the investigation revealed the crew was working long hours and were not prepared to transit
the ship through the area where they attempted to navigate. This spill occurred in 1989 and at the time the largest spill and
environmental damage event in United States history only to be knocked down to second place by the Deepwater Horizon
catastrophe in 2010. This spill was determined to be the result of risk tolerance at a higher level in the organization by failing
to appropriate the proper funds to maintain it systems which were designed to shut off a pipeline and halt a spill before
causing an environmental event. Just these two environmental disasters alone accounted for oil spills exceeding 220 million
gallons of oils spilled into water ways causing an unmeasurable amount of environmental damage and in the case of
Deepwater 11 fatalities. What was lacking in both situations was good effective Leadership.
Many organizations believe to have truly excellent EHS performance, it requires good management practices and systems.
While that is true on the level of providing guidance such as training, rules, procedures, assessments, and such, it is not
enough when it comes to dealing with the human factors. If we want to have an excellent EHS performance where people are
not injured, and the environment is not damaged then it will take more than a manager and management systems. We cannot
manage people toward EHS excellence, they must be engaged in the process and they must be led. Managing people is a
misnomer which came about because of the industrial revolution in the early 20th century where there were an excessive
number of supervisors, foreman, managers and the worker was simply thought of as another one of the assets of the company
to be managed and controlled. That is far from reality today as our workforce now is smarter, faster, more connected and
much more aware of what it takes to get the job done. Managing today has little resemblance to what many people believe is
the answer to improved EHS performance. Instead it takes Leadership and the belief that everybody is an EHS Leader.
Leadership is about having ability to influence the organization toward improved EHS performance, to help the workers with
awareness of the task at hand so as not to drift far from the guidance provided, to help upper management see the big picture
of what is required to maintain a safe workplace while balancing the needs of the owners. It takes Leadership to have
superior EHS performance in any organization regardless of where we are today in our performance levels. If this is the case,
and it takes Leadership to be EHS successful, then what are the key building blocks of such leadership?
Leadership happens at various levels and often people have no idea why they are influenced by other people. Simply stated
Leadership can be shown as the following graph working from the bottom up. See Figure IV.

18 © 2019 by the Association for Iron & Steel Technology.

 Figure IV. Leadership pyramid, data from Dunbar.
At the lowest level and starting point of any organizational Leadership is providing people with a title. Titles such as
leadman, coordinator, foreman, supervisor, manager, area manager, etc... The entire purpose of titles is to provide direction to
the organization that this person is designated as a Leader, and to go and follow them. It is not a given they will have the
skills necessary to properly influence good EHS performance and just having a title does not guarantee success as a Leader,
but it is a way to designate and identify a manager and possibly a “potential” Leader. The issue with Leadership by title is
you do not really know for sure if the titled person has the skills necessary to properly lead. Many people recognize and will
follow those with a title, but over time if they are not good Leaders then most people will only follow them when confronted
and directed and will not be influenced to take it to the next level. Having a title is not enough, we must work to move up the
pyramid.
The next Leadership level is relationships where you get Leaders to start interacting with their workforce on a higher level.
Leaders moving higher than just having a title will start interacting with people from a relationship level, getting to know
them and how they think and act. Maybe you have something in common with those you are working to influence such as a
common interest in sports, movies, music, or something in which you make a connection with other people on a more human
level. It is better than just having a title, but we need to keep going up to improve our leadership skills.
Even higher on the Leadership scale is when you do something good for the organization in which you are working. Doing
something good for the organization might be doing a great job in leading a crisis or inputting your skills and knowledge to
solve a problem, or even leading a project team. A person who has moved up the scale to this level is exhibiting the ability to
influence others and thus starting to become a Leader in the organization. Once here you are showing the ability to influence
others and starting the transition from managing to leading as you are a contributor rather than just a follower of those
surrounding you.
The next level is the most critical, and that is when you show your influencing ability by making environmental health and
safety personal. By working with others by helping them stay within the guidelines of the job task while avoiding
complacency or lowering their risk tolerance you are showing tremendous leadership and care for the person on a human
level. To do this you must first influence their hearts and then their minds and this can only be done by making EHS a
personal issue. This works because the basic reason we are all working is we need the money to take care of something larger
than ourselves. People do not work for the sheer fun of working, rather they work to take care of the values they believe in
most and place their money where their heart is located. When asked people will say the highest value in their lives is their
family and regardless of how it is defined it remains the most important thing in our lives and it is up to us as leaders to make
EHS personal. We must make the connection between taking care of yourself for personal reasons so that you can be safe
and healthy enough to take care of your family. Safety is personal and when you approach your work every day and in every
way with this at the top of the list it is only natural you will influence others to follow.
At the very top of the Leadership scale is what is called respect. It is shown as the smallest part of the pyramid as very few
people can get all the way to the top of the scale where they influence people just because of the respect people have for
them. An example of this type of respect is seen in the advertising industry where they design advertising campaigns
associating their products with popular celebrities trusting that you respect them so much that this will influence your
purchasing decisions. This same logic works with EHS leadership as once you can establish yourself with respect then others
will follow the leadership you have established. It takes much to get to the respect level, but once you arrive it takes very
little to drop back down.

© 2019 by the Association for Iron & Steel Technology. 19

Moving up the Leadership scale as to be a better influencer and thus a better Leader should be everybody’s objective and it
can be done by following a pattern of being Consistent, Committed, Caring and Courageous. Figure V.

Figure V. Four C’s of leadership, data from Dunbar.

The Four C’s of leadership provide a foundational roadmap you follow to improve your leadership skills and move up the
leadership pyramid. Although the list starts with consistency and ends with courage, you can work all of these in any order,
provided you work to bring all of them into play eventually.
Consistency in Leadership means that we know the right way to do the job and we do it right all the time, regardless of the
time of day or the situation we are facing. When you drift from being consistent you are conveying a message that you really
do not care about this EHS thing and more importantly you don’t care about the individuals involved or even their families.
When you drift from the acceptable guidance on a job task just to get it done quicker, or faster, or cheaper, or because you are
tired or bored, you have done a tremendous disservice to your people and most importantly yourself. Variation from
consistency conveys the message that you really do not care about the person you are leading and that you will do whatever is
necessary to get the job done, even if it takes a little “short cut” now and then. This sends a very confusing, conflicting and
dangerous message to those who you intend to influence as they never know what to expect. A critical part of consistency is
the attitude you project toward EHS issues and guidelines. The attitude you project toward EHS must be upbeat, supportive
and of course consistent. Never let them see you mad over an EHS issue, if you are having a bad day or situation and must let
off a little steam so to speak, do it in a quiet place away from the masses. Leaders are all about being respectful to others and
influencing them in a positive manner so when they are faced with tough decisions they will know how you support them in
keeping people safe and the environment clean. To be a good influencer (Leader) then you must be consistent in what you do
in every day, every circumstance, and all the time in every situation. On a bigger picture, there can also be drift where the
organization drifts away from its core principles as safety as a value when faced with competitive pressure. Failure to spend
properly on EHS issues can lead to drifting away from your EHS goals and objectives sending a clear signal to the
organization that it is all about the money, not the people. This of course does not mean we are working with an infinite
budget, rather it means to have a plan to spend wisely and properly and not drift away from the EHS goals and objectives just
to save a couple of dollars. An organization drift can lead to a dangerous area where you think everything is good, but, the
organization has allowed short cuts and let critical best practice procedures lax. It was one the factors in the Deep-Water
Horizon Gulf of Mexico catastrophe where over time, and with little situational awareness, they drifted away from their key
drilling safety processes resulting in a disaster. The management team was excellent at what they did influencing safety and
health at the floor level and they were even receiving an award for a great record of going a long period without an OSHA
recordable. Then suddenly and unexpectedly their high-level organizational drift away from standard EHS system practices
changed the course of many lives and the environment. Therefore, consistency plays such a significant role in what we do as
we develop best practices, good procedures, excellent training and if we are not good leaders we can drift over time from our
known practices into a high-risk situation. Consistency is a key attribute of good Leadership and good EHS performance.
Being committed to EHS manifests in various ways and it starts by studying and learning the best techniques and practices
available for the work you are performing. This is accomplished through the process of continual learning by either on-the-
job experience, technical training or higher education. In can come about by trying new jobs tasks and working outside of
the normal work you are familiar with. Commitment on the job also means extending the resources necessary to have safe
equipment, effective processes, proper training and the required tools to do the job as it was designed. There was a saying
which was taught to me as a young manager in a coal operation which went; “If we cannot afford to buy safe equipment, safe
tools, good personal protective equipment, and provide effective training … then we cannot afford to operate this business”.
That is the approach good leaders follow as they know how critical it is to have safe and reliable equipment to work with and
to have the skill and knowledge to do it properly. Commitment does not stop when you leave the work environment and
head toward home. Fatality statistics reveal that in the United States approximately 120,000 people are killed in accidents
every single year, and of these approximately 4,500 (4%) occur on the job. Most fatal incidents occur away from work where
we have few guidelines, little personal protective equipment, and we take more risk. If we are to be Leaders committed to

20 © 2019 by the Association for Iron & Steel Technology.

making good EHS decisions at work, then we need then to be good EHS leaders at home positively influencing our ourselves
and our families. A real commitment to EHS performance will help you to rise higher when leading EHS and it is another of
the foundational items you must do to influence others. If you are going to be a leader then you must be committed to EHS
improvement and you start leading others by first leading yourself.
Caring is all about the people in which you interact and the environment in which you work and live each day of your life.
EHS is not a one-time check the box type of commitment where you can go to a good safety meeting, or attend some great
training, read a good paper, learn some good safety item and then walk away minding your own business. EHS is about
caring about people and the environment in such a manner that you make a difference whenever you interact and regardless
of whom you are with. There are many times we think and act in our own silo where the tendency is to say that EHS is
somebody else’s job, the role of the safety or environmental manager, or the EHS Director, or whomever. When in fact it is
each one of us who share the responsibility for not just our own performance, but also for those surrounding us. We have a
responsibility to look out for each other, and have them look out for us, as it is easy to see the errors made by others, but not
so easy to see our own. As an example, we can be quick to point out when somebody else is texting and driving, yet many of
us will still take a “quick peek” at our phone just to see who sent that last text. This is human nature and for us to be good
Leaders we need to care about ourselves firsts and what others are doing around us and expect them to help us get better at
the same time. There are times when caring for others is not comfortable, in fact sometimes it can feel downright challenging,
but what choice do you have? To ignore the behavior that we are witnessing and then see or hear about a fatal incident we
could have prevented is not something anyone wants to live with the rest of their lives. There are times we stop short of
interacting because we say it is not my job or were sure “somebody else” will intervein in the situation, when in reality it is
us who must recognize that we are the “somebody else” who must care about people and act to prevent an incident. To be a
great EHS Leader means that we care about people and the environment in which we are working with and taking positive
action when needed. A great way to summarize this kind of care is when you see something which bothers you, then you
must do something about it, and that takes Leadership.
Nobel and Pulitzer Prize winning author John Steinbeck once quoted that “Perhaps It Takes Courage to Raise Children”.
Anybody who has every raised a child will agree with this statement which can be easily adopted to read “It Takes Courage
to Improve our EHS Performance”. Courage is often the missing element in Leaders who want to do the best, but for many
reasons do not step forward with the courage to make a change. If we are to improve our performance as Leaders, and move
up the Pyramid of Leadership, it will take us to do the right thing and act, even if it is not comfortable in various situations.
There are times the required course of action is to exercise accountability. Throughout the years the term accountability has
been misinterpreted to mean discipline. While that is true in some cases, the facts are that accountability is much more
personal as it first relates to us, then our coworkers and finally to others we are responsible to lead. Accountability is a
component of any good EHS program and a critical component of having the courage to be a Leader. Without accountability
in our lives there is no substance behind our actions and those guidance items cannot help keeping others on the path of
following the proper guidelines. Unfortunately, many people misunderstand the concept of accountability and instead think it
means “Fire them all and let human recourses sort it out”. Accountability starts with having a culture where safety is a value
to everybody, a value where people realize if compromised the consequences are not simply losing a life but devastating
those around us which we care so deeply about, usually known as our family and friends. What happens to them if you do
not make it home, do you think they will care? Of course, they will care, and the consequences do not stop at caring.
Families are broken up and children are raised in single parent households and study after study has shown there are major
effects on families. Beside the emotional and family issues, there are significant financial implications resulting from a
serious injury or environmental event. Those remaining are often left with a financial drain on their resources which can
result in legal action taking years and costing large sums of money which may or may not be replaced. Accountability is all
about having the courage to first take care of ourselves and then taking care of those around us before by pointing out errors
being made before an injury incident or environmental event occurs. On a personal level, if we all would stop to realize that
we make mistakes as much as the next person and take the time to watch our performance, and then those around us, it would
make a tremendous difference in our injury and environmental statistics. It has been shown that most people (95%) want to
do the work or activity in the best manner, they want to be paid a decent wage, and they want to come to work every day
without being hassled and then go home to what is important, their family. So, accountability with ourselves and with those
around us can be extremely effective if we have the courage to follow through when we see something. If a person is not able
to hold themselves accountable, and those around them will not help them be accountable, then as Leaders we have no other
recourse but to hold them accountable, including discipline when necessary. But as stated earlier, this is a small population as
95% of a group of people will take care of themselves and those around them which means that leaves the 5% which must be
held accountable. It is these 5% which don’t know the rules and don’t care to know the rules and are the ones where
accountability must be externally applied. The 95% will for the most part hold themselves and their coworkers accountable
for their actions. To be a better Leader we must have more courage in our EHS actions. It is a key foundational item.

© 2019 by the Association for Iron & Steel Technology. 21

In summary, to be a great Leader we must move from simply having a title and move up the leadership pyramid up to at least
the personal and if possible the respect level. Once we arrive there we will be influencing others into making good EHS
decisions and experiencing improved EHS performance. To get there we follow the Four C’s of leadership which are:
1. Be Consistent of everything you do from an EHS standpoint. Know the rules, follow the rules and work to make
EHS a positive experience.
2. Be Committed by continuous learning of our trade and craft, gaining new knowledge and experience and being an
exponential learner.
3. Be Caring by making EHS a value to people both on and off the job.
4. Be Courageous by holding ourselves accountable first, then those around us and if there is somebody which won’t
come along, have the courage to deal with it.

CONCLUSION
We face risk each day of our lives, both on and off the job. The amount of risk we face can be reduced and controlled, but
the part which is the hardest to influence is the human who must face this risk every day. Regardless of the guidance
provided in the form of training, tools, and equipment, humans are human and can make mistakes. It is our leadership which
makes the difference in our EHS performance and our leadership which will help prevent injury and environmental incidents.
Leadership is not about managing, it is all about having the ability to influence others into doing the task the right way all the
time and in every way. Most workers are excellent workers with good attitudes, but even that is not enough and if left to
their own they can drift from the path by changing their perception of the risk they are facing so we all need to be vigilant in
guiding employees to a safe and environmentally friendly outcome. Leadership has several levels with the top being respect
and to move up the leadership scale and improve our ability to influence we need to follow the four foundational principles of
consistency, being committed, caring and courage. Be consistent in everything you are doing for EHS, be committed to the
EHS as a Value and to having zero incidents, care about yourself and those around you both on-the-job and at home and
finally, be courageous in your actions. We are all safety Leaders and if we practice these foundational principles we and
those around us can go home safely every day and our environment will not be damaged.

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22 © 2019 by the Association for Iron & Steel Technology.