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To find our more about how we can help you transform your organisations culture, attitude towards safety and resilience please complete the form below. We would love to say hello.
Touch base with us info@cognicent.net
To find our more about how we can help you transform your organisations culture, attitude towards safety and resilience please complete the form below. We would love to say hello.
Certainty is recognised as a core need for humans. We like to know what to expect, and what is coming next. When certainty is absent, our brains can become hijacked, slipping into a fight or flight response. In this session, we explore with leaders what they can do to assist their teams to stay focused, safe and in control of their brains, through periods of change and uncertainty.
Getting Stuff Done while working from home. The GSD program is about support individuals and organisations as they navigate the challenge of trying to maintain a supportive and productive team culture while working from home. The program is based on our years of experience in working remotely, and in being able to apply research from the fields of psychology and neuroscience to improve the way we work.
The senior leadership of an organisation plays a crucial role in setting and driving the culture of safety that exists within every part of the business. Critical to the effectiveness of senior leadership, is their capacity to clearly define the vision for safety, being able to paint a clear and motivating picture of what is possible and expected by every person in the organisation. They are responsible for managing the external context of the organisation, as well as the internal context, ensuring that regardless of what pressures and forces are brought to bear on the business, that their people can maintain a steadfast focus on safe, efficient and productive work.
Finding the balance between managing and leading the organisation is a continual challenge, each requiring a distinct set of skills to be done effectively, and it is often a senior leaders capacity to remove roadblocks to change that will define their success. Long gone are the days when downward communication could be done in a one-way format, it is now essential for senior leaders to have the skills to communicate in ways that promote upward communication and sharing of information across business units and levels.
Our approach to working with senior leadership and executive leaders is about continual challenging leaders to test their assumptions about the organisation, and verify that messages and expectations are clearly understood at the front line. We recognise that leaders, even at senior levels, need the support to define what they need to do, and how they need to do it to be most effective.
Supervisors and other front-line leaders are a critical part of having an effective, safe and productive business. They are required to have a combination of technical, managerial and leadership skills that enable them to direct and manage their teams, in a more direct manner than any other layer of leadership in the organisation.
Part of the challenge for supervisory personnel and organisations alike, is that quite often, supervisors are promoted into the role due to the quality of their technical work as a front-line employee. Rightly or wrongly, we assume that their technical competence will translate into effective leadership of a team and fail to equip supervisors with the skills they need to manage people. Leadership is a set of skills that we develop through learning, practice and reflection, just like any other set of skills in our lives, and is it critical that we invest energy, time and effort into supporting the development of this new skill set with our supervisory employees.
When we don’t support development, not only do we fail to get the best out of the supervisor, we can actually damage their commitment to their work, and to the organisation, and ultimately, we can create issues in culture due to the frustration and stress that the supervisor can spread through his or her team.
Our overall approach is about working with leaders to develop their motivation to build leadership capabilities, equipping them with the tools to manage behavioural change, and providing them with the knowledge and skills to practice leadership so that it becomes a sustainable habit, and a natural part of who they are.
People at all levels of the organisation are currently facing challenges on all fronts as they attempt to work through a continually changing landscape, while simultaneously trying to support their teams and families in a highly emotive and confusing situation. In this session we explore with participants their current levels of stress, what they are doing to manage it, and offering some further tools to assist them in managing stress in the current climate.
We are currently validating our high-performance culture assessment tools and building our database. If you are interested in partnering with Cognicent to assess your organisations performance culture, contact us for a chat about what we can offer to support your business or team.
The safety leadership assessment gives leaders an opportunity to understand their current leadership behaviours against eight critical competencies that have been shown to impact on the safety culture and performance of a business. It looks at a blend of transactional and transformational leadership skills and can be run as a full 360° assessment, or alternatively it can be integrated into safety leadership training and run as a self-assessment, for the purposes of personal reflection. For the full 360° leaders receive an individualise report and debrief with one of our team to look at strengths and opportunities for their safety leadership.
The ZEROScale assesses an individuals attitudes toward safety, looking at the five key areas that influence helpful safety behaviours in the workplace. The assessment can be a helpful addition to safety training, giving participants an opportunity to explore their thinking and whether this thinking is helping or hindering their ability to stay safe. Each person who completes the assessment receives an individualised report highlighting their results, and what this means for their personal safety.
Drawing on the results of scientific studies and our industry experience, the Safety Climate Survey (SCS) measures a momentary ‘snapshot’ of the underlying safety culture in the organisation by surveying the views of all personnel. The SCS evaluates an organisation’s safety climate across numerous dimensions that have been shown to be indicative of excellent safety performance. With more than 15 years of industry data, we are able to provide you with industry benchmarking so that the organisation can see how it compares with its peers, and across industries.
Understanding the current state of your safety culture is a critical part of defining the roadmap for improvement. Cognicent utilises the Sentis suite of safety climate and culture assessment tools to help you measure your current safety culture. The tools utilise a combination of both quantitative and qualitative assessments to build a clear picture of where people see the safety culture of the organisation, providing you with detailed reporting and recommendations on strengths and opportunities for enhancing the safety culture within your organisation.
Research indicates that the best method for measuring culture is through qualitative means. Therefore, using a survey on its own will only tap into the safety climate of an organisation, and will not uncover the deep-seated beliefs and values regarding safety. The OSE is a qualitative cultural assessment tool facilitated by our Consultants to collect data on 23 dimensions that map onto four components of safety culture (Environment, Practices, People and Leadership). Data derived from the onsite activities are collated and analysed using thematic analysis. Findings are plotted on the evidence-based Sentis Safety Culture Maturity Model to form a cultural benchmark against which progress can be tracked over time.