LPS Leadership

Corporate Separateness NoticeThis document was prepared for planning, analysis and discussion purposes only. The final decision regarding any plans contained herein cannot be made until relevant management has reviewed and approved or endorsed such plans. Nothing contained herein is intended to override the corporate separateness of affiliated companies. Working relationships discussed in this material do not necessarily represent a reporting connection, but may reflect a functional guidance, stewardship, or service relationship. Where shareholder consideration of a local entity matter is contemplated by this material, responsibility for action remains with the local entity. References to “ExxonMobil,” “EM,” “Global Real Estate & Facilities,” “GREF,” “RE,” “Facilities,” “RE/F,” “EMES,” “GRE,” “we,” and “our,” and references to countries and other geographic areas are used for convenience and may refer to one or more of Exxon Mobil Corporation and its affiliates. All actions contemplated herein are subject to observance of corporate separateness principles and other requirements of applicable laws and contractual arrangements. Competitor data is based on public sources.

CalgaryMarch 12, 2014

LPS Leadership Rex Tillerson Video…..

“Leadership Owns Safety Performance”

“The culture of safety starts with leadership – because leadership drives behavior and behavior drives culture.”

Rex Tillerson, Chairman and CEO of ExxonMobil Corporation, Statement to the National Commission on the BP

Deepwater Oil Spill and Offshore Drilling November 9, 2010

Ultimately, our leadership will determine our safety performance

You Cannot Buy a Safety Culture…

”When an organization reaches the point where everyone owns the system and believes in it,

only then at that point, the culture of safety and operational integrity has been established that can be sustained — when it enters the hearts and minds of the people of the organization

and becomes a very part of who we are.”

“You cannot buy a culture of safety off the shelf—you have to craft it yourself.”

LPS Milestones

Assessing GREF culture using the four LPS milestones Milestone 1 – Implement LPS

– Train the workforce

Milestone 2 – Just do it– Use the tools

Milestone 3 - Improve quality through stewardship and accountability– LPS starts at the top and works it way down

Milestone 4 – Full integration– Critical part of daily business activities

LPS Leadership Fundamentals

LPS is a leadership development system– From the senior leader to the front line worker– Everyone participates and takes full ownership

for results LPS is designed to change an

organization’s safety culture through effective LPS stewardship – Requires committed and engaged leaders

Stewardship in it’s simplest form is face to face (F2F) conversations to promote proper tool use and quality– Behavior is best molded and shaped through

face to face conversations

Face to Face (F2F) Conversations

The Effective LPS Leader

Leadership

An effective LPS Leader develops others through: Feedback Coaching Mentoring Facilitation

LPS Stewardship Model is built on a set of F2F opportunities for: coaching, mentoring,

facilitation and feedback

Feedback Fundamentals Positive Reinforcement for correct

behaviors increases performance– Behavior not reinforced fades away

Should be face to face (F2F) Everyone has a strong desire for

feedback It is estimated that 50% of performance

issues occur because of lack of feedback Never overlook a safety infraction not

matter how small Frequent, respectful, and open

communication is key

Specific Observa

tion

Effective Feedbac

k

Increased Motivatio

n

Improved Performa

nce

Peak Performance

Coaching Fundamentals Coaching encourages people to achieve their

maximum potential– Reinforces what people are doing well– Transforms undesirable behavior

Coaching maximizes performance– Motivates people to increase their performance

by 40% or more Appeals to feelings and attitudes is more

motivational than appeals to only reason Coaching allows opportunities for leaders to

get to know and understand what motivates their people

Performance

20% Peak Performance

40% Productivity/ Determined by Motivation

40% Necessary to keep job

Increases Motivation

Effective Coaching

• The most effective and motivational coaching is always Immediate

• People are most receptive when coaching immediately follows an event that warrants recognition or correction

• Be Specific• State exactly what the person did well or needs to be improved

• Make it Interactive• Coaching should be a discussion, the person being coached should do the

majority of the talking

• Use open ended questions to encourage participation

Use Active Listening techniques, it will provided valuable insight in how this person thinks and what is motivating the behavior

Effective Coaching Continued

1. Describe the undesirable behavior – Be specific

2. Have person explain potential consequences of behaviora) Ask “What could go wrong?” and “What is the

worst thing that could happen?”

b) Make it personal. How does this affect health, family and career?

3. Discuss and agree on “acceptable” behavior

4. Ask person for commitment to behavior change

5. End discussion on positive note

LPS Leadership - Coaching

Case Study #1 A worker is not performing adequate SPSAs. The

worker always provides the same response or shares a poor quality SPSA. Describe how you would coach this worker.

Case Study #2 A worker was involved in a serious line of fire near

loss where they were almost struck by a overhead load. The worker wasn’t paying attention and entered a flagged off area. However, the worker did report this incident to the supervisor immediately. Describe how you would coach this worker.

Is Mentoring Important?

Mentoring Fundamentals The goal of mentoring is to make the mentee

more self-reliant and successful by:– Sharing knowledge, wisdom and experience – Hands on instruction to enhance ability and

motivation Mentors who role model desired behaviors

send a strong and long lasting example of expected performance

Actions of leaders are among the most powerful motivational forces available

"Before you are a leader, success is all about growing yourself. When you become a leader success is all about growing others.”

Jack Welch

What is a Great Mentor?

GOOD MENTORS GREAT MENTORS

Tells the person what to do Helps the person realize strengths and potential

Gives direction Facilitates the development of abilities

Explains what a leader is Walks the talk – is a visible leader

Effective Mentoring “Tell” the person what activity they will do

– Explain why it is important– Communicate performance expectations– Share hints/best practices on how to do the activity well

“Show” the person how to do it well– Demonstrate the activity or skill, showing each critical step– Make sure the process is followed completely

Let the person “Do” the activity while you observe– Have the person do each step– Offer positive and constructive feedback– Ensure each step of the activity is mastered

TELL

SHOW

DO

LPS Leadership - Mentoring

Case Study #1 You are a manager with 4 supervisors that report to you.

Two of the supervisors do very poor quality LPOs, especially with root cause analysis and LPO feedback sessions. What would you do as a mentor to improve the LPO process?

Case Study #2 During an LPS field assessment it was identified that

quality SPSAs were not being performed and that the supervisors were not asking on a regular basis. What would you do as the mentor to improve SPSA quality?

LPS Leadership

REFRESHMENT BREAK