Cargotec Case Study: EI is certainly not optional

[00:00:07] Good morning.
[00:00:09] So I’m here today to tell you about the last 12 months and an incredible journey with my business, Cargotec and Genos. So first, let me tell you a little bit about the business, what we’re about.
[00:00:27] So who are Cargotec?
[00:01:17] That’s pretty simple, it’s all in the name cargo technology. A couple of key themes that you just saw in that short video. We move cargo pretty easy.
[00:01:28] Intelligence helps us do it efficiently and safely.
[00:01:36] And our vision is to be the leader and intelligent cargo handling. So that’s where we’re going into the future. We’re using A.I. digitalization and automation to be the world’s leader in intelligent cargo handling. So a couple of our key areas that we focus on is equipment, service and automation. Now we do that in ports, at sea and on the road as well. We have operations in more than 100 countries. So we’re a very big global organization, have 12000 staff around the world’s very dominant in Europe. So we are a Finnish company. And so there’s a large presence in Scandinavia. The rest of Europe makes up a majority of our staff. And then the Americas and a pack as well. So my area is Australia. So that’s the only territory that I cover. But there’s a lot of company out there. Couple of cool facts. One in four container movements around the world is handled by a Cargotec solution. That’s a quarter of all the world’s cargo is touched by our company. And every second ship in the world carries Cargotec equipment. So it’s a big company. We’re talking huge and really important, especially come Christmas time when you do your online shopping. Think of us as we are getting it from the North Pole to your Christmas tree. So just looking at the demographics of Australia. So this is where I did the Genos program. So a pretty even distribution of white collar to blue collar, a little bit more dominant in our blue collar, our service staff.
[00:03:23] Not very even distribution between men and women. We’re 90 percent male.
[00:03:30] Now our way of working, so why how does our company align to emotional intelligence, why is A.I. important to our business?
[00:03:39] Well, lead with purpose and power for performance.
[00:03:44] Collaborate to win. I love these words. Did you guys love these words? Are they great lead purpose and or collaborate when as EAI written all over it? So why wouldn’t you?
[00:03:56] But there’s something else that’s really critically important to our business or any business in a high risk industry. It’s not being said here, but it’s in the picture. What is it? Some smart people’s room. Safety is absolutely spot on.
[00:04:14] Now I want a park that will come back to safety. So let me tell you about the scope of the project.
[00:04:25] Now, some of you know my story with Genos. I went to the Singapore conference last year and I was the newbie. I had done my certification with Dave Smith only a week before. So I was fresh. I was open minded. I was eager. I wanted to learn everything. And what I was going to do is I was going to take all my learnings back and run the Ignite program back in Australia with our leadership team. Well, I got a little punch drunk in Singapore on all of the great products, sins and things that you can do with Genos. And so I went back to Australia afterward and I decided to revise the scope completely.
[00:05:02] And I said I went to the key stakeholders and I said, why should we just train leaders? These are life skills. They’re applicable to everyone. Let’s train the whole company.
[00:05:13] And this is what we did.
[00:05:18] So tell you a little bit about the method that we used.
[00:05:23] So the first thing I did is I ran an introduction to emotional intelligence session. Now think, you know, couple hundred people who most of them were not familiar with emotional intelligence at all. In fact, most of the responses or reactions I got was emotional. What? What kind of intelligence? Right. So I felt like I needed to get everyone on the same page at the same time to explain the basics, the fundamental of what we were talking about and why we needed to bring it into the business, why it was critical for them to survive and thrive tomorrow. So we did kind of a put together. It was kind of half my own stuff and half Genos stuff. And we brought everyone together. Now, I ran several sessions of this to canvass the whole country. So I had to do multiple times and dates in different states. But I wanted to get everyone on the same page before we did any kind of surveys, before we did any kind of program. So a couple. I’ve got a couple of slides here that were just key highlights. Now that the session was about an hour long, but I’ve just cherry picked a couple of slides that really worked, really resonated with people because these are the things that if you’re talking to people that are saying emotional, why these are these are the things that really worked.
[00:06:37] Before I go on. So from that session, we then put people into two different cohorts so we didn’t apply to emotional intelligence program, which was based on the 180 leadership behave. Sorry, workplace behaviour assessment and the one-day emotional intelligence emotionally intelligent leader program, which we just rebranded to call it apply emotional intelligence. So anyone who is not in leadership went into that cohort. Anyone who was in leadership went into the Ignite program. So we explained that in the introduction sessions so everybody knew where they were going to be, what was going to be expected of them. You know what the training was going to look like, what the survey process would look like, cetera.
[00:07:19] So a couple of the highlights from that emotion introduction session we talked about the fourth industrial revolution.
[00:07:26] Right. Because it helped people to understand where we’re at and especially in a company that focuses on automation and digitalization, they get this. They may not have ever seen it in a slide before, but they understand it. In fact, most of them didn’t know there were four industrial revolutions. But when you start explaining the timeline, one to two to three to four, and you tell them that between 1, 2 and 3, there was roughly about a century, a century of time for people to get used to it. A century of time for businesses and economies and infrastructures to adapt.
[00:08:01] But between three and four, we narrowed that gap significantly. And now we are in a place in history where we are moving at a speed that has never been precedent it. Now that resonates with people. So now they know they’ve got OK, this is where we’re at. Yep, we know it. We’ve just never seen it laid out like that.
[00:08:22] And then we’re talking about the future of jobs, so I pulled this quote out. By 2020, more than a third of desired core skill sets of most occupations will be comprised of skills that are not yet considered crucial to the job. Today.
[00:08:39] Social skills such as persuasion, emotional intelligence and teaching others will be in higher demand across industries than narrow technical skills like programming or equipment, operation and control. Technical skills will need to be supplemented with strong social and collaboration skills. Now, if you’re not already using that quote, do it. Because 2020 is, what, two and a half months away? Right. It couldn’t be timelier. The World Economic Forum has dropped this nugget of gold in our laps. Use it. And again, it helped, you know, to put that with the fourth industrial revolution to help people understand where we’re at and to say these are skills that you need. And guess what? You are in a technical occupation. You are an equipment operator. You do program software.
[00:09:28] So get up and get up to speed or you will be left behind.
[00:09:37] Then we talked about the world of work. We live in now. These next slides are Genos’ and they’ve been kind enough to allow us to use them. But we asked people, what is your normal feel like now, knowing all this stuff and understanding where we’re at? What does normal feel like to you? And this opened up some great discussion. That kind of fed beautifully into these slides. So this slide in the next slide, I got so much emphatic nodding of the head up and down.
[00:10:02] I thought we were going to get whiplash injuries because everyone feels that their normal is a 24/7 work pattern. Do more with less. Increased complexity and uncertainty and continuous change. Right. Who doesn’t feel that way? Who doesn’t feel that that is what is expected of us in any organization in a corner of the world? That’s normal today. And what employee hasn’t at some point in time themselves or known someone who has felt anxious, stressed, worried, fearful, disempowered, uncertain or victimized? And then you ask any business leader what the culture feels like, and they’ll tell you reactive, aggressive, problem focused, etc.
[00:10:49] So let’s reimagine that with emotional intelligence. And then you ask people, you know, is this what you’d prefer the company to feel like? Is this how you would prefer to feel at work, relaxed with purpose, value? Cared for, consulted and empowered. Right. And it didn’t matter. And my company didn’t matter if you were an apprentice mechanic or the vice president. This resonated. It resonated with everyone.
[00:11:15] So these are the things that worked for me to get the company on the page, on the same page, to get people excited.
[00:11:24] That quote cannot be overused. No.
[00:11:29] And then, you know, so all of that technical stuff behind. Now we start talking about how people make you feel, how you make them feel. So I used Jeff and Debbie’s E I experience in that session. Introduction session. And it was brilliant. So we looked at you. If you’re not familiar with that exercise, it’s one side of the page. It’s the best person you’ve ever worked with for around how they made you feel, how long ago was and what kind of discretionary effort you gave.
[00:11:57] And then you flip it over. And that ignites a lot of passion to do the flip side of that, too. I also use that I was telling w I use that as an interview question.
[00:12:06] So for anyone who does interview, interviewing, you know, ask someone, you know, think of the best person that you’ve ever worked with for around, how would they describe you to me? And then, you know, the flip side, it really shows you a lot about their self-awareness, their authenticity, and it kind of almost allows you to ask them to do their own reference check. Now, I’ll tell you a story from the from the Genos conference last year that kind of relates to this about Derek McCann. So at one of our morning tea breaks last year, I went out and wanted to get a cup of tea. So I got the cup, but the teabag around was the hot water. There is the hot water, Derek standing in front of it, talking to someone. So I kind of snuck my way over, didn’t want to be obtrusive, but it was waiting for that right moment. Just boom, say, excuse me. Yeah, that didn’t happen.
[00:13:03] Now instead, what Derek did and without missing a beat or taking his eyes off of the person he was talking to.
[00:13:11] He shifted his body. So he opened up his shoulder and his palm and slightly stepped back, making a space and with his body language, inviting me into the conversation. Then I was stuck.
[00:13:23] I was then in the conversation. Hot water still on the other side of Derek. But a couple minutes later, we parted ways and I felt like a dog who had just had her tummy rubbed is complete feeling of validation and satisfaction. And I have used that story in some way or another, sometimes a bit more colourful. I’ve used it maybe a dozen times in the last year, and I cannot tell you who Derek was talking to, what the conversation was about, or even if I ever did drink that cup of tea.
[00:14:01] But I will never forget that feeling in that moment of just that subtle shift of the shoulder and opening of the pot that invited someone into a conversation.
[00:14:14] Thank you. Derek.
[00:14:18] So these are the things that worked. Now, the initial feedback. What do people have to say before we even launched into any of the assessments or any of the programs? What do they have to say about just that alone?
[00:14:33] It’s about time Cargotec did some training like this, at the end of the day, we’re all human. We forget that it’s easy to focus on the job and forget the human side.
[00:14:46] I wish more people bought the importance of empathy and understanding each other. We don’t do enough of it with each other or our customers. It’s really critical for business success.
[00:15:03] I can already see how much this program is going to help my team to be better aligned and on the same page. That’s pretty cool from people who didn’t know what emotional intelligence was.
[00:15:18] There were challenges, of course, there are challenges, right? So a couple of the challenges that I encountered. Competing priorities don’t have time plates to vote. Cup runneth over. No. Please don’t ask me to do another training. A lot of those things came up and that is something I learned as an internal to an organization. Doing this is it. I already had a very strong know like trust factor with the employees. So there were times where I almost felt taken advantage of because there was already that established relationship where it might not have happened the same way if we’d had an external consultant come in where people would cancel an hour before the training.
[00:16:06] I’m sorry, Nikki, I’ve just got come. OK, can I do make obsession all right. With you? And the first cohort I was really eager to please.
[00:16:16] I really, really wanted maximum participation. So I bent over backwards for people and this ended up happening. My plate got very full with makeup, session after makeup session after makeup session and to the point where it started to impede on my other priorities. So as I did more cohorts, I started giving training dates upfront. And finally, I just ignite program. I give all six up front and say, if you have a conflict, tell me now. Otherwise, please save this date.
[00:16:47] And then trying to elicit the, you know, their seniors to make sure that they got their bomb in that seat that day. So that was a learning that I took away, was that, you know, sometimes the more they the more than they trust you and the closer to the fire you are sometimes, the more you can be taken advantage of.
[00:17:11] Well, after that introduction session, we launched the survey process, so all the balls went up in the air at the same time. And if you think where this was, you know, over one hundred people’s about one hundred and thirty-seven at the end of the day. That’s a lot of participants and a lot of raters. So even though I very clearly, as it said in the introduction session that, you know, you have four weeks or you have six weeks, three of eight weeks, depending on when their particular training date was coming up, you know, this is when the survey process will end. People still procrastinated. Wait until the very last day before you close a survey period and then came to you with complaints saying they were bombarded with too many requests for surveys.
[00:17:52] I’m not quite sure how to overcome that people’s procrastination. But it was a challenge that I encountered was a lot of people felt very overwhelmed by the process.
[00:18:04] And then again, because of that, that special session we did to get everyone on the same page. That was fine for the one-day workplace behaviour program. But with the Ignite program, it made models one into a little bit clunky. So again, I explain this upfront and what I did is I had one session. So there was actually five sessions of the ignite. So one and two were one session together. And I had my slides were very clearly labelled, you know, module one. Page 9. Module two. Page five. But still, it just felt a little bit clunky. So if I were going to do this again and if I were going to do it the same way to a company who didn’t have exposure to EAI before, I would probably still do that entire session to get everyone aligned and excited. But I would probably consult with journals on how I could do this a little bit better. So the models wanted to float a bit nicer together.
[00:18:53] So those are just a couple of my key learnings.
[00:18:56] And lastly, trying to keep everyone on that, on the content, on the material know as Ben was talking about, the wheels falling off. So again, having that really high no like trust factor across the business. And I also have a dual capacity role. So learning and development and I’m the second in command for a jar for the country.
[00:19:17] So people knew I knew their issues. I knew the situations they were talking about, which was causing them stress and frustration.
[00:19:24] So in the sessions, they kind of almost opened up into, you know, mass complaining sessions or trying to keep the language clean there.
[00:19:39] So that was that was another challenge was, you know, and there were times where I actually would pull people aside. It breaks and say, look, I know you’re really passionate about this topic, but it’s not really relevant to what we’re discussing today about authenticity. So I would appreciate it if, you know, if you want to talk about your individual concerns that we do so after the session is over. And so that was effective. Most of the time.
[00:20:04] OK. How about outcomes? So after all, the training was said and done.
[00:20:10] Employees who protest, who participated in that introduction to emotional intelligence session.
[00:20:17] Ninety seven percent.
[00:20:22] Leaders who participated in at least three modules of the Ignite leadership program.
[00:20:28] Ninety eight percent.
[00:20:31] There’s always one leader who completed all six modules. So the intro session counting is the first and then the fourth. Eighty six percent. Now, the only reason for that decline in the 12 percent is we did some restructuring and there were a few managers who exited the company during that process.
[00:20:54] Blue collar staff who completed the one day applied EAI program.
[00:21:00] 62 percent now. That is really significant because that’s where I had to negotiate and get the unions on board and I will.
[00:21:11] I’m not going to take time to talk about the unions, but that’s a different conversation. And so to get 62 percent of our mechanics and Electra electricians in a room to talk about their feelings was pretty awesome. I’m pretty happy with that.
[00:21:29] And our non-blue poll, our staffs, our office space staff who completed the one day applied EAI program. Ninety three percent.
[00:21:38] All up, we had ninety-one staff and thirty-seven leaders complete a Genos 180 or 360 survey and participate in one of the two programs for a total of one hundred and twenty-eight participants.
[00:21:56] Thank you. Applause.
[00:21:59] So feedback. What was a feedback like? So I’ll start with the one-day program.
[00:22:05] Over 90 percent said that it was between a 7 and 10 for effectiveness.
[00:22:12] Did your personalized 180 feedback report assist you in understanding your strengths and opportunities? Eighty three percent said yes.
[00:22:22] Do you feel yourself and other awareness has increased as a result of this program?
[00:22:26] Ninety three percent said yes. Ms.
[00:22:33] What areas did you find most valuable? So the feedback report and disk were rated the highest as most valuable parts of that one-day program, followed by ladder of inference, resilience and mindfulness.
[00:22:48] Scar. And signs of emotions, the neuroscience model.
[00:22:58] One of the questions in the feedback form was what changes or improvements have you made as a result of this program? I’m now trying to really understand why I react the way I do to certain things that makes my job so much easier.
[00:23:17] I’m recalling the ladder of inference to prevent myself from saying things I may mean.
[00:23:23] However, it could be expressed in a different manner. Thinking twice before reacting. Are my assumptions correct? You’re getting a theme there. Listening and understanding the other person’s point of view. I’m asking for feedback a lot more now.
[00:23:44] And becoming more inclusive of personality types that don’t necessarily bond with. Just after one day of exposure to emotional intelligence.
[00:23:56] All right. The Ignite program. Let’s look at those results, so I’ll start with the group comparison report. So this is what, you know, Ian was talking about yesterday.
[00:24:05] Scroll through. Does this look like, you know, after all of the cohorts were done?
[00:24:09] I was really, really excited. Hey, prepare to be inspired.
[00:24:18] We showed a positive improvement after 12 months of 2 percent.
[00:24:32] I hope you’re still waiting to be inspired. Because I haven’t gotten there yet. All right. So you can see that in the in my company. There’s quite a bit of average or lower emotional intelligence. Right. All right. But we’ve just started this journey again. We got people off of really big machines with greasy hands into a room to talk about their feelings.
[00:24:52] So, you know, we made a 2 percent improvement. All right. But I also thought we. I’m not really happy with that, because that’s not consistent with the feedback that I got over the 12 months. You know, I got emails and text messages. Nikki, guess what I did today or better? Nikki, guess what I didn’t do today. People told me after each session how inspired they were, how much it meant to them. I heard stories from employees about their managers and it just wasn’t consistent with these results. All right. Here’s the breakdown. So we made a slight improvement and all the other categories except authenticity, which took a little bit of a dive. But, you know, not too bad. So I think what could possibly cause that lack of movement when everything I’ve been hearing is so overwhelmingly positive.
[00:25:43] And then I had a thought. We took the whole business on the journey with us.
[00:25:48] Right. So the raters in time one.
[00:25:53] When they got the time, too, they were much more informed. They had gone through training themselves. Who in this room has a teenage son or daughter? Susan How old are they? Fourteen. A kiss? Not quite yet able to drive. What’s his or her name? Caitlin. OK, so if I ask Caitlin if I wanted to Kate on say, Caitlin, how good of a driver is your mom? She might say. She doesn’t crash. The car just killed me. So four out of five? Yep, four out of five. Sounds good. Yeah. Now let’s go teach Caitlin how to drive. Let’s show her what’s involved. What kind of skill it takes, what kind of practice it takes to be a good driver. And at the same time. Let’s put Susan through some advanced defensive driving courses. Right. And then let’s go back to Caitlin six months to 12 months later. Hey, Caitlin, how good of a driver is your mom? Well, she’s going to have a more discerning opinion at that point. She knows what’s involved. So she might go, right? Well, she always uses are indicators. She doesn’t exceed the speed limit. She doesn’t run red lights. I know. I’m going to give her a four out of five. Now, the movement wasn’t anything because there was a four out of five to begin with.
[00:27:04] But it was really actually very significant. And that’s what I think happened based on the feedback that I got along the way and the raters comments can now. This is where you get to be inspired. OK. These were some of the comments that I pulled directly out of the reports.
[00:27:21] He is much more aware of his moods and behaviours.
[00:27:26] He has always offered useful guidance and advice in areas of expertise. Now I feel I can go to him for more personal growth feedback.
[00:27:36] I’ll tell you, I want to be a fly on the wall for that performance review.
[00:27:42] He is honourable about everyone in the workplace, by the way, he speaks about them when they are not listening. This defines authenticity to me.
[00:27:53] The way he speaks about them when they’re not listening. How cool is that?
[00:28:02] He is noticeably trying to listen to everyone in the team and get suggestions before making decisions and then helps everyone to understand the decision.
[00:28:14] If he feels his emotions are getting the better of him, he instantly apologises and tries to correct things, which is great for everyone in the team.
[00:28:24] And my favourite. He has started saying thank you more and gives me positive feedback, which makes me want to get up in the morning and come to work.
[00:28:37] Yes. Now, you, the writer, the person who wrote that comment is a 24 year old apprentice mechanic. How awesome is it that he has a leader? Who is inspiring him?
[00:28:54] Thank you to that leader for, you know, influencing someone in such a way, you are setting this young man up for success.
[00:29:03] And how is it that easy, is it really that easy to say thank you more and give some more positive feedback that that can actually make someone want to get up in the morning and come to work?
[00:29:15] Why aren’t we all doing it?
[00:29:23] All right. So the feedback from the Ignite participants. So this is post program, their own words. How would you rate the effectiveness of the Ignite program? Ninety six percent.
[00:29:37] Said between a seven and a 10.
[00:29:40] What areas of your EI have increased as a result of this program? Eighty two percent said their self-awareness had increased and fifty seven percent awareness of others.
[00:29:52] What do you recommend these Janos EAI programs to others in the business?
[00:29:56] One hundred per cent, yeah. Right. I know. OK.
[00:30:02] Janos Partners and practitioners in other countries, this is a plea for help because as you saw, I got one hundred countries. There’s a lot of company to cover, especially in Europe. So I would love to see these programs. In this case, study can be used as what happened in Australia and we’re already making noise around the rest of the business to our senior managers and a pack in Finland to say that, you know, hey, these are the results we got. Now let’s take a bigger let’s go wider because 100 percent of the employees in Australia think it’s worth your time to consider.
[00:30:37] What have you done differently as a result of this program? I’m trying to be more alert to the emotional needs of the team.
[00:30:47] I’m more mindful of the way I interact with people, my choice of words and general demeanour. I think I’ve improved my communication and I’m focusing on working calmly under pressure.
[00:31:00] I’ve increased the frequency of positive feedback with some people and I see the difference it’s made. I’m understanding that what you were thinking doesn’t always make it out to the people you are dealing with, right?
[00:31:17] All of that and I give feedback more than I used to. I’m not so concerned about using feelings in that feedback. That gentleman is a senior senior test engineer. And when he came into the Ignite program, he was all just black or white. Now show me the science. Show me the data. Don’t talk to me about the way I feel. Don’t talk to me about authenticity or honesty. He came a long way.
[00:31:46] OK. And one of the questions that I asked was how has the Ignite program big game changing for our business and life changing for you? Now, I’ve got a lot of really cool responses for this, but I did select my favourite, the one that was most personally important special to me.
[00:32:04] I want you to meet Sean. Say hi, Sean.
[00:32:09] No, I won’t lie.
[00:32:10] This is a licenced image of a model, but with a very strong resemblance to Sean. So I my search criteria was to make him as much like Sean as I could, complete with a beanie and tattoos and everything.
[00:32:25] Now, Sean, Sean was a late addition to the Ignite program.
[00:32:30] And in fact, he had just been promoted from his young and it was his first time being promoted off the workshop floor. So having a basically a daily casual right to supervising a team and his manager felt he needed as much help as he can get.
[00:32:50] So we put him into the Ignite program. And Sean had had some behavioural or disciplinary issues earlier in the year. And we knew that he was going through a tough time outside of work. So there was mitigating circumstances that we factored in. But I have to be honest with you, he made it hard for my conscious biases to not come to the surface. He was always late into the room for training. He would sit there leaning back. Arms crossed. And he did a look of apathy really well. I had I was not expecting Sean to get very much from the Ignite program at all. And then I got this feedback. As far as life changing, for me, the first thing I want to say is thank you.
[00:33:44] I’ve had a really trying year so far with some challenging life and work situations without the emotional intelligence program, I would have handled these situations a lot differently and probably very poorly. Thanks to the Ignite program, I’ve been able to work some stuff out in a calm and professional manner with better communication. I still have some ongoing matters, but I feel confident that I will handle everything with better emotional intelligence moving forward.
[00:34:17] Applause life changing.
[00:34:27] Now, when I got that feedback, this is how I felt.
[00:34:33] This is it. This is why we do what we do. Yeah.
[00:34:39] Yeah. This is it. This is what it is all about. About changing lives one at a time. Even the ones that you don’t think you’re touching at all. All you have to do is turn your shoulder and open your palm. And someone’s going to remember that feeling 15 months later.
[00:34:59] OK. Now, I said we come back to safety. Yeah. All right.
[00:35:08] I want to show you the before and the after the year before we did Genos programs at Cargotec and the year that we did them. All right. So here’s the rolling 12 months before we launch. And so we started in September of 2018. So this was literally the year preceding Genos.
[00:35:29] With seven lost time injuries.
[00:35:32] We had twenty-one injuries requiring first aid. 18 near misses.
[00:35:39] 18 unsafe acts. One hundred and twenty-seven unsafe conditions.
[00:35:45] Now, unsafe condition that could just be like the carpets torn or that cord sticking out, so it’s, you know, the chairs in front of fire escape. Those really on a big deal. But, you know.
[00:35:56] That’s where we were at that time.
[00:36:00] Now, the year that we did Genos that we helped the whole business move the needle forward with our emotional intelligence for lost time injuries. Wait for it.
[00:36:16] Keep waiting. One.
[00:36:19] One lost time injury.
[00:36:22] Now, lost time injury is anything from one full day of work to up to anything that doesn’t kill you. That can include total and permanent disability. We reduced our lost time injuries by 86 percent the year that we range in those programs.
[00:36:42] Injuries requiring first aid. 17. So when I’m down by four, four less bandits near misses. Thirty-six.
[00:36:50] Now, that is really significant. You know why? Because near misses are things that didn’t happen, but almost did. Right. They’re the things that get swept under the rug because nobody saw it. People do not report near misses unless they feel psychologically safe to do so.
[00:37:10] So the fact that we doubled that I think is amazing because people felt psychologically safe to say something almost happened, but it didn’t.
[00:37:21] Unsafe acts. We dropped a couple in unsafe conditions. We dropped 28.
[00:37:26] Lost time injuries. I’m going to go back there because that 86 percent less lost time injuries.
[00:37:33] Right now, numbers are great. I love numbers. I love statistics. I know we got a lot of statisticians and mathematicians in here.
[00:37:41] I love numbers. You do, too. But let’s put some human next to that. What does eighty six percent look like? Well, I’ll show you a lost time accident or lost time injury that happened. So this was in April of 2018. So this was the year before Genos. And this was not Cargotec or our employees. So this was not one of the seven. But these are our machines. So Cargotec were involved in this. This is in Port Botany in Sydney. So Sydney residents, you might have seen this on the news. These two straddle carriers collided. They’re manually operated. Which is why we don’t use them anymore. Since we went, we went automated. But these are older machines of ours. And you can see in the foreground the cab, the white cab up on top is fully intact. But the machine in the background, that cab was ripped off. The driver, a woman in her mid 50s, fell seven meters, twenty-three feet to the pavement below.
[00:38:47] She broke multiple bones, but her worst injuries were closed head so swelling on the brain. She was put into an induced coma for several weeks. Now, I don’t know the outcome to that story because eventually you stop asking. His answer was always the same. But I can almost certainly say that that woman’s life will never be the same again. But she did die. So it’s a lost time injury.
[00:39:25] Know what? There are multiple reasons could have caused that accident. I don’t know them. I would guess it was lack of attention or focus probably were dominant factors. But one that was cited was it appears the company has failed its obligations due to a lack of consultation in the workplace. In the lead up to this tragic accident, what’s another word for consultation? Emotional reasoning, training yet or just communication? Yeah.
[00:39:59] Yeah. Oh, yeah. Just there.
[00:40:02] What we have here is failure to communicate. I think that’s what it really comes down to. And that’s one of the reasons it was cited was a failure to communicate.
[00:40:15] They probably set a domino effect into place of factors that caused an accident that nearly killed someone, but definitely changed their life forever. So when we talk about 86 percent less loss time accidents, when we talk about going from 7 to 1. I like to think of it. Six lives, six people who did not leave work that day in an ambulance. Six people who did not undergo multiple surgeries. Six emergency contacts who were not contacted that day and possibly six children who didn’t have to ask any hard questions. That’s what I see when I look at those numbers and there are sceptics and their critics and they will say now it’s not because of emotional intelligence training that you went from 7 11. No, we improved our risk assessment process. We do better. GSA is now than we used to. We did more technical training that year. And you know what? They’re right. They’re absolutely right. Because I don’t think there’s one factor that can take a company from seven lost time injuries down to one in 12 months without a combination of supporting factors. So they are absolutely right. But what would Bernie Brown and FDR have to say about the critics?
[00:41:40] It’s not the critic who counts.
[00:41:43] It’s the six lives. To me, it’s the six lives who were not affected that otherwise could have been. So some people, you know, still continue to say emotional intelligence is optional. You know, it’s we need we need the technical training. That that stuff’s good. Genos is good, but it’s optional. But is it? Don’t take my word for it, though. Look at the evidence. So McClellan shows us that after supervisors in a manufacturing plant received training in emotional competencies such as how to listen better. Lost time, accidents decreased by 50 percent. Grievances went down from 15 per year to three. And if that’s not enough for you, the planet exceeded its productivity goals by a quarter of a million dollars. I like 86 percent better than 50. But the point is the evidence is out there. It’s out there. We’re telling a news story now, Cargotec. We’re telling a news story about a business that is much more than equipment operation in software development. It’s about human interaction. It’s about creating a safe working environment for everyone, both physically and psychologically. It’s about understanding the business’s goals and the customer needs and bringing the right tools and technology to lead and collaborate on business initiatives.
[00:43:23] Emotional intelligence is a set of skills that will get you there and it is certainly not optional. Thank you.