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Visible Felt LeadershipAn interactive learning guideproudly sponsored by the Anglo American Safety Academy

Click on the page number to go to listedcontent. The symbol will bring youback to the homepageVFL skills: ConnectionVisible Felt Leadership - the ‘why’Visible Felt Leadership - the ‘what’Visible Felt Leadership - the ‘how’Myth-busting!Your VFL learning journeyIntroductionVFL skills: Communication040507080911121315161718OverviewPsychological safetyEmpathy, authenticity and trustContents2021OverviewRole-modelling and curiosityOverviewBuilding rapport Verbal and non-verbalFeedback | 02VFL skills: CommitmentVisible Felt Leadership is an approach toleadership which highlights the importance ofengagement, personal connection andpurposeful action. VISIBLE + FELT = GENUINE INTERACTION.Felt leaders successfully engage their people bybeing purposely visible and being relentless withtheir time “walking the talk”, giving clear directionsand cascading responsibility to always ensure astrong safety focus and demonstrates theircommitment to an incident-free workplaceResearch proposes a 12-point checklist to helpleaders put their beliefs into actions: 1. Set a good example. 2. Know the operation. 3. Anticipate risks. 4. Discuss hazards. 5. Be alert for unsafe conditions. 6. Follow up. 7. Inspect often; inspect intelligently. 8. Take effective corrective actions. 9. Investigate incidents (accidents). 10. Maintain discipline. 11. Know your employees. 12. Make safety part of your business. This playbook guides you through the practicalskills and ‘how to’ of this process.ANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED.

IntroductionUsing this Learning Guide In this guide you will see a range of symbols which are links to arange of resources such as:VideosVideos PodcastsRecommendedbooks Articles Ted Talks

Visible Felt Leadership (VFL) is an active, practicaland highly visible expression of Anglo American’sValues in action Visible leaders demonstrate care and respect for theirpeople and a personal commitment to their safetyand wellbeing in the workplace By having engaging, inspiring and meaningful safetydriven conversations we transition from transactionalto transformational leadership Building trust, fostering understanding and drivingimprovement beyond safety It is our expression, as leaders, that we are“unconditional about safety, health and wellbeing ineverything we do” Visible Felt Leadership - The WhyANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED. | 04You can’t movepeople to actunless you firstmove them withemotion. The heartcomes before thehead.” John C. Maxwell New York Times bestselling author, coachand speaker What are VFL interactions?VFL interactions are the leadership art of connecting withworkers at an emotional level through effectiveconversations to find ways to keep everyone safe. Theyinvolve leaders and supervisors being in the field andchecking, listening and engaging in regular dialogue toimprove safety tasks and activities.What are the benefits of quality VFL interactions?Leaders and teams can build a shared understandingand gather valuable insights on the realities andchallenges of work being done on the front line. Thislearning can then be used to enable a safe workenvironment.Leaders can shift from being transactional totransformational by building trust, fosteringunderstanding and driving improvements beyond safetyto help us achieve our purpose.

ActPlanVisible Felt Leadership - The WhatVFL engagement supports the Plan-Do-Check- Act (PDCA) cycle. VFLengagement is a form ofunderstanding realities at thefrontline (Checking) and using theinformation to make improvements(Act). The cycle is continuous anditerative to drive ongoing safetyperformance improvementANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED. | 05Plan where you want to visit, focusing on high risk activities or tasks.Allow sufficient time in field including travel to and from the work area.If you are in a non- production or support role (such as Finance, HR, IMor Corporate), arrange to accompany acolleague(from mining, engineering etc) to their area of responsibility as you may not be familiar with the sitespecific hazards and risks.Consider and prepare how you will approach the engagement so that it can be meaningful.Have a good knowledge of the relevant Group technical standards, critical controls, life saving golden rules etc toavoid sharing contradicting standards that either confuse or create uncertainty with the individual or team.Plan1.DoCheckIt is good courtesy to inform the responsible manager that you are entering their area of responsibility, so they areaware of your presence and make sure you are aware of and comply with all the relevant standards, rules etcBe observant as you approach the work area looking for hazards, unsafe conditions, practices or behaviours etcGreet the individuals or teams at the work area from a distance as you enter the site or work area (waving yourhand, saying “hello” etc.)Depending on size of work area, stand and observe at first without engaging to familiarise yourself with the workareaFor smaller work areas, approach the individual or team directlyMake sure the individual or team has stopped the work safely before commencing the VFL engagement2. Do

Introduce yourself, role and purpose of the observation /VFL engagement– build rapport. Consider the behavioursand standards outlined on SLP Live (opposite) to help withthe interactionMeet the employee (you could share that you will notrecord their name to put them at ease)Understand their work area – refer to VFL templateopposite Understand the activity or task in progress - refer to VFLtemplateIf you observe any unsafe work, methods, practices orbehaviour then stop the job, explaining your reasons to theindividual or team Check that the individuals or team, especially contractors,know they are authorised to stop unsafe work at any time(Stop work authority)Visible Felt Leadership - The WhatANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED.3. CheckEnquire about anything else they want to show or tell youor offer any suggestions for improvementAsk them what they learnt or benefited from theengagementProvide positive and meaningful feedback thankingthem for sharing and their timeClose out with any agreed / follow-up critical actions forthe leader (in own area of responsibility)Capture the insights you gained from the engagement(leading indicators), using headers in the free text toassist with future reference and searchingActions should not be assigned to the person/s beingobservedIf an action is assigned to another leader then thereshould be agreement before logging in Isometrix4. ActClick on the image below to watcha short training video (8min) as anexample of what good looks like onthe Isometrix Training Sentiverse | 06

Inspire insight‘Connection’Increase influence‘Communication’Improve impact‘Commitment’VFL SkillsFrameworkLeadership is fundamentally aboutconnecting with people. VFL is not about managing tasks and achievinggoals; it's about understanding,inspiring, and influencing individuals towork together to realise our safetygoalsVFL communication goes beyond justspeaking; it encompasses activelistening as a crucial component.Listening is a fundamental skill thatcan enhance understanding, developinsights, build trust, and maintainstrong relationships post-VFLVFL is the embodiment of yourcommitment to safety in Anglo-American. It is about role-modellingsafety leadership, being curious aboutinsights and VFL data and alwaysdelivering on commitments tocolleaguesVisible Felt Leadership - The HowANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED. | 07Visible Felt Leadership at Anglo American is underpinned by a skillsframework which mirrors the three guiding principles of the AngloAmerican Safety AcademyWatch theVFL skillsintro videoby clickingon the imageoppositeConnectionCommunicationCommitment

Myth #1 FactVFL is a new conceptthat is unfamiliar toAnglo AmericanVFL is a proven concept that has beenused in Anglo American for 15+ yearsVisible Felt Leadership - Myth Busting!Myth #3 FactVFL interactions are aboutfinding safety problemsand blaming workers forthings that go wrongVFL interactions about find ingopportunities to improve safety andproblem solving with workers to putthings right.Myth #2 FactVFL interactions arecomplicated and canonly be done byprofessionalsVFL interactions are simple. they are theleadership art of connecting emotionallywith workers through effectiveconversations. Anyone can do it.Myth #4 FactLeaders need to do a lotof training to do VFLinteractions wellRegular practice and reflection is whatleaders need to do VFL interactions wellMyth #5 FactTracking the quantity ofVFL interactions is whatmatters most about VFLinteractions Paying attention to the quality of VFLinteractions is what really drives safetyperformance and improvement | 08ANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED.

Self-assessMake a realistic planCreate opportunitiesUse this guide to identify gaps in your knowledgeand behaviours and use the recommendationsas the basis for creating your bespoke learningplan tailored to your development needsAs well as accessing resources, be creativeabout how you develop skills and behaviours.Try things out and reflect on whether it worked ornot; discuss topics with others or ask forfeedback when you are implementing aparticular learning; observe how others useparticular skills and behaviours.When it comes to making a plan less is more. Ahighly ambitious plan will be almost impossibleto deliver given time constraints! Think abouthow you learn best, what fits into your time andwhat is your learning style. All resources in thisguide have a time reference so you know thatyou can fit in short bursts of learning even whileyou are waiting for transport or a meeting tostart!Your VFL learning journey123 | 09When preparing your learning journey assess where you are against each of the corresponding skills to identifywhere you should focus your development. We all have our own unique strengths and our own preferred wayof learning. The Safety Academy provides a broad range of learning opportunities in Visible Felt Leadership,which can be tailored according to skill level and learning preferences. Becoming skilled in VFL does not haveto be difficult or require a lot of time investment. This guide will help you to develop greater understanding ofVFL and help you to consider opportunities for learning and implementing new skills on the jobANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED.

Where am I now?Actively seek learning opportunities to enhance your skills.This could involve taking courses, attending workshops orseminars, reading books or articles, practicing withexercises or projects, or seeking mentorship or coaching.Continual learning and practice are essential for skilldevelopment. Consider how you will record your progress.Do you have examples ofhow you havedemonstrated these skillsand behaviours ?Which of the skills haveyou yet to develop?When preparing your learning journey assess where you are against each of the corresponding skills to identifywhere you should focus your development.What resources will youuse to develop your skillsand knowledge?Reflect on your experiences and evaluate yourperformance in relation to the skill you're assessing.Consider specific projects, tasks, or situations whereyou've applied the skill and assess your effectiveness. Behonest and objective in your evaluation.Compare your self-assessment and any feedback youhave had in the past against regarding the skills outlinedin this guide. Consider both your strengths and areas forimprovement.20 MINUTE WATCH123ANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED.'The first 20 hours:how to learn anything' Josh Kaufman | 10

VFL Skills: ConnectionPsychological safety In simple terms, psychological safety meansfeeling safe to speak up, ask questions, admit mistakes, and expressone's opinions without fear of punishment or humiliation Empathetic leaders who are better equipped to recognise andaddress the emotional needs and concerns of their team members,contributing to psychological safety.Trust which is the outcome of leaders consistently demonstratingempathy and creating a psychologically safe environmentLeadership is fundamentally about connecting with people. VFL is notabout managing tasks and ticking boxes; it's about understanding,inspiring, and influencing individuals to work together to realise AngloAmerican safety goals. Connection includes

2 MINUTE WATCH10 MINUTE READ20 MINUTE WATCHUnderstanding the behavior of others involves recognising that people's actions anddecisions are influenced by a wide range of factors, including their beliefs, values,experiences, emotions, and circumstances. Strong leaders recognise that all individualsexperience the world uniquely and therefore should remain curious about gaining a deeperunderstanding of others' behavior without making hasty assumptions or judgments.In safety-critical environments where there may be potential dangers, it's especially importantto approach the behavior of others with caution, empathy, and a clear understanding of thepotential consequences. Making assumptions, passing judgments, or allowing biases toinfluence your perceptions in such situations can have serious safety implications. Please take the time to watch this video ‘The Secret to Understanding Humans’ - you will beglad you did and is perhaps the perspective that that ALL leaders should understand.Psychological safety is a critical concept in leadership within our industry, as it directly impactsthe well-being and performance of mining teams in potentially hazardous work environments.Psychological safety is not just a matter of compliance but a fundamental aspect of ensuring thesafety of colleagues and the overall success of operations. Leadership that prioritisespsychological safety fosters trust, encourages proactive safety behavior, and ultimatelycontributes to a safer and more productive mining environment. Click the image opposite towatch ‘How Leaders Can Create Psychological Safety’The SCARF model is a framework developed by neuroscientist David Rock, whichstands for Status, Certainty, Autonomy, Relatedness, and Fairness. This model isoften used to understand and manage social and emotional factors that influencehuman behavior, particularly in workplace and leadership contexts. While theSCARF model is not specific to safety, it can be applied to safety management toimprove safety-related behaviours and outcomes. Click the image opposite to readabout ‘The SCARF Model”PSYCHOLOGICAL SAFETYSCARF MODEL AND BEHAVIOURUNDERSTANDING BEHAVIOURSConnection - Psychological SafetyANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED. | 12

6 MINUTE WATCH13 MINUTE READEmpathy is about emotional resonance. You take on the feelings, perspective andunderstanding of another’s experience. Empathy leads to compassion. Compassionis when you not only feel for another person’s experience, but you feel the desire tohelp them. The third stage is action, or when you act to alleviate suffering in another.Taking this perspective when understanding the experience of workers on the frontline helps leaders to demonstrate their commitment to the safety of all colleagues.Click the image opposite to watch ‘Brene Brown on Empathy’When leaders practice empathy by understanding and caring about the needs andfeelings of others and when they are authentic by being true to themselves and theirvalues, they can create a positive and impactful leadership style that fosters trust,respect, and collaboration. Authentic leadership in the context of safety refers to aleadership approach where leaders genuinely prioritize and demonstrate acommitment to safety, creating a workplace culture that values and prioritizes safetyabove all else. Authentic leaders in safety are not only knowledgeable about safetyprocedures but also deeply passionate about the well-being of their employees andthe integrity of the safety processes. Click the image to read more about authenticity.WHAT IS EMPATHY?BUILDING TRUSTANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED. | 13Connection - Empathy, authenticity, trustAUTHENTIC SAFETY LEADERSHIPTrust is a fundamental and complex human concept that plays a crucial role in variousaspects of life, including relationships, business, society, and leadership. Trust is generallydefined as a belief or confidence in the reliability, honesty, integrity, and competence ofan individual, group, organisation, or system. It involves the expectation that others will actin a way that is predictable, dependable, and consistent with one's interests and well-being. Building and maintaining trust is an ongoing process that requires effort, consistency, anda genuine commitment to the well-being and success of your team. Trusting relationshipscontribute to higher team morale, better collaboration, and improved overallperformance.Click the image opposite to watch ’The Trust Equation’2 MINUTE WATCH

Overcoming barriers to engagement | 14What are your stress responses (when you are excited, angry, stressed, etc)? Forexample:"When I am excited I am animated with my hands.""When I am stressed with work I am less transparent and tend to shut off.""When I am stressed in my personal life I can get distracted.""When I am excited I tend to interrupt people.""When something stressful happens I tend to panic.""When something stressful happens I tend to be defensive."What are your actions when you are passionate and excited?What are the implications of this when it comes to how you create psychological safetyfor colleagues?Psychological Safety in Leadership: Self-reflection exerciseUse the SCARF model to manage social threats for yourself and others tin order o maximisethe chance of a positive outcome during VFL interactionsStatus threatCertainty threatAutonomythreatRelatednessthreatFairnessthreatColleagues will feelthreatened if they think theirskill is being questioned. Colleagues may start to feeluneasy if they are unsure ofwhat will happen next.Colleagues will feelthreatened if they feel a lackof choice or control over whatthey do.Colleagues will be less inclinedto respond if they feel you donot genuinely have their bestinterests at heart.If a colleague suspects thatthere is a lack of fairness (e.g.“You are accusing me of notfollowing the procedure whenthe procedure is wrong!”) theyare likely to react defensively.To manage this, avoid assumptions,leading questions or comments thatcould be taken as accusatory. Assure theperson that what they say is valuable.This can be managed by explaining whatis involved and what the purpose of theconversation is at the start.It is essential to ask if it is a good time tohave a conversation and ensure yourteam member has the opportunity to talkabout what is important to them. This canbe achieved by not sticking rigidly to thescript, but by reacting to the responsesyou are receiving.Trust is best established through face-to-face discussions that are two-way.Remind your team member that you areconcerned about their wellbeing andsafety, and that of other team members.This can be managed by remainingneutral during the conversations. Seek tounderstand why behaviours are not beingfollowed and do not make judgements.These will only bring the conversation toan abrupt end.ANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED.

VFL SkillsCommunicationVerbal and non-verbal communicationEmpathic listening involves actively paying attention to others,trying to understand their perspective, and demonstrating genuineconcern for their feelings and experiences. When you listenempathically, you create a safe space for team members toexpress themselves, share their concerns, and offer innovativeideas.Giving and receiving feedbackManaging conflict and emotions. Respecting differences anddemonstrating empathy can help mediate conflicts by showingthat you value each individual's perspective and are committed tofinding mutually beneficial solutions.VFL communication goes beyond just speaking; it encompasses activelistening as a crucial component. Listening is a fundamental skill thatcan enhance understanding, develop insights, build trust, and maintainstrong relationships post-VFL.Communication includes:

10 MINUTE READ5 MINUTE READ5 MINUTE READThe key to engaging people quickly is to be genuine, respectful, and attentive to theircues and reactions. Adjust your approach based on the individual and the context ofthe conversation. Building rapport through a broad range of questions is a skill thattakes practice. When done genuinely and with respect, it can lead to more meaningfuland productive conversations, strengthen relationships, and enhance your ability toconnect with others on a deeper level.Click the image opposite to find out how the Iceberg Model can help you buildempathy and connect with others in a more meaningful way.Demonstrating empathy in communication involves expressing understanding,compassion, and care for the thoughts, feelings, and experiences of the person youare interacting with. It's about making the other person feel heard, valued, andsupported. Questioning for understanding is a valuable communication skill thatinvolves asking thoughtful and open-ended questions to gain deeper insights, clarifyinformation, and promote a better understanding of a topic or situation. Thisunderstanding is critical for continuous improvement. Click the image opposite to findout about questioning techniques.QUESTIONING FOR UNDERSTANDINGBeing present in conversation is a crucial leadership skill that can help you buildstronger relationships, foster trust, and enhance your ability to influence and leadeffectively. When you are fully present in conversations, you demonstrate respectfor others, encourage open communication, and create a positive and engagingenvironment. As a leader it is important to check in with yourself before any VFLengagement, as mood, energy, stress or other distractions can impact how yourelate to others or interpret a situation. Simply acknowledging and being aware ofsuch distractions can help you to ensure you are fully present in VFLengagements. Click the image opposite to read the article ‘Being Present: Key toEffective Leadership ’BEING PRESENT | 16Communication - Building rapportENGAGING ON A PERSONAL LEVELANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED.

10 MINUTE READ6 MINUTE WATCH20 MINUTE READLanguage is a powerful tool, and when used inappropriately or insensitively, it canerode trust and create fear in leadership and work environments. Conversely,being mindful of how subtle language can motivate others and help to build trust isa powerful leadership skill. For example, negative or authoritarian language affectsmorale and colleagues willingness to be open and transparent in communicationfor fear of reprisal. Language which focuses on ‘we’, collaboration and sharedproblem-solving is key for continuous safety improvement on the frontline. Click theimage to read more about empathic leadership language.Non-verbal communication is a form of communication that involves conveyinginformation, feelings, thoughts, or ideas without using words. It includes a widerange of cues and signals, such as facial expressions, body language, gestures,eye contact, posture, tone of voice, and even the use of space and time. Non-verbal communication often complements and enhances verbal communication,and it can sometimes convey messages more effectively than words alone.Click the image opposite to watch the video ‘It’s not what you say, it’s the waythat you say it’ THE POWER OF LANGUAGENON-VERBAL COMMUNICATIONEmpathic listening is a type of active listening in which the listener seeks tounderstand the speaker's thoughts, feelings, and perspective from their pointof view. It goes beyond just hearing the words spoken; it involves deeplyconnecting with the speaker on an emotional level and showing empathy andcompassion. Empathic listening is a valuable communication skill that fostersunderstanding, trust, and stronger relationships.Click the image opposite to find out about techniques for empathic listening.ACTIVE EMPATHIC LISTENINGANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED. | 17Communication - Verbal v non-verbal

15 MINUTE READ5 MINUTE READ5 MINUTE READREADA recent study found that even the mention of the word 'feedback' can causethe heart rate to increase by up to 50%. This is because the brain signals to thebody that it may be in danger and so the fight/flight response kicks in. Fear ofcriticism is a normal human response as it taps into one of our most primitiveneeds as discussed earlier - our need to belong and be accepted by others. Ifwe don't feel accepted self-esteem suffers. Feedback done well can be apowerful performance enabler, but done badly can have the opposite effect. Nofeedback at all is better than bad feedback. Click the image to read the article Feedback is a Two Way Conversation.Dealing with others' emotions, especially defensiveness, when providing feedback is acrucial leadership. Feedback can be a sensitive topic, and people may reactdefensively when they feel criticised or threatened. An emotional hijack, often referredto as an "amygdala hijack," is a term coined by psychologist Daniel Goleman in hisbook "Emotional Intelligence." It describes a situation in which an individual'semotional response overwhelms their ability to think rationally and make reasoneddecisions. During an emotional hijack, the brain's emotional centre, the amygdala,takes control, leading to impulsive and often irrational reactions. Click opposite to readmore about about dealing with negative emotions of others.GIVING FEEDBACKDEALING WITH CONFLICT AND EMOTIONANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED. | 18Communication - Feedback and conflictRECEIVING FEEDBACKReceiving feedback from colleagues on the frontline is a crucial aspect ofVFL engagements. It demonstrates that you value their input, encouragesopen communication, and helps continuous improvement as well as yourdevelopment as a leader. Trust has to be established first so colleaguesfeel that they can be open and transparent; however trust can quickly beeroded if you become defensive. It is important to stay calm, ask clarifyingquestions and thank your colleague for the feedback no matter howchallenging it may be. Click the image opposite to read more about howto respond to negative feedback.

Top tips for feedback which fosters trust ANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED. | 19Think back to the last time you gave feedback to frontline worker. What was the purpose of the feedback?How did the worker react? How did this make you feel?What would you do differently next time?Repeat this reflective exercise each time you complete a VFL interactionTry this! Be specific and concrete:Provide specific examples and details related to the behavior or performance you are addressing. Concrete examplesmake your feedback more actionable and credible.Focus on behavior, not personality:Address specific behaviors or actions rather than making judgments about an individual's character or personality.This helps avoid defensiveness and protects the relationship.Use "I" statements:Frame your feedback using "I" statements to express your perspective and feelings. For example, say, "I observedthat..." instead of "You always..."Ask for their perspective:Invite the individual to share their viewpoint on the matter. This demonstrates that you value their input and opens thedoor for a productive discussion.Be constructive and solution-oriented:Offer specific suggestions for improvement and focus on solutions. Help the individual understand how they canaddress the feedback constructively.Empathize and show understanding:Demonstrate empathy by acknowledging the individual's feelings and perspective. Show that you understand theirpoint of view.Clarify expectations:Ensure that the individual understands your expectations moving forward. Clear expectations help preventmisunderstandings in the future.Respect autonomy:Respect the recipient's autonomy and allow them to take ownership of their actions and improvements. Avoidmicromanaging.Use positive reinforcement:Reinforce positive behaviors and improvements with praise and recognition. Positive reinforcement can be a powerfulmotivator.Protect confidentiality:Respect confidentiality when discussing sensitive issues. Ensure that the recipient's privacy is protected.

VFL SkillsCommitmentWalking the walk is about role-modelling safety behaviours andleadership commitment. It is about demonstrating not just speakingbest practice. Walking the walk requires unfaltering reliability and consistency. This demonstrates commitment to protecting the safety wellbeing ofall through continuous improvement and develops trustingrelationships with frontline workersLeadership curiosity is an attribute which allows leaders to becurious about the outcomes and data recordings from VFLinteractions, contributing to unique insights which supportincreasing safety performance improvementsVFL is the embodiment of your commitment to safety in Anglo-American. It is about role-modelling safety leadership, being curiousabout insights and VFL data and always delivering on commitments tocolleaguesCommitment includes

10 MINUTE READ10 MINUTE READ5 MINUTE READ"Walk the talk" leadership is a leadership approach that emphasises aligning one's actionsand behaviours with their words and commitments. Being a role model is a fundamentalaspect of effective leadership. When you embody the values, behaviours, and principlesthat you expect from your colleagues, you inspire and influence others to follow yourexample. This also promotes authenticity, trust, and credibility.In safety leadership, role modelling is about more than compliance and adhering to rules. Itis about being consistent, having integrity and showing that you regard the collectivewellbeing and safety as others as a core part of your role as a leader.Click the image opposite to find out more about being. a role model.Demonstrating commitment as a leader is essential for gaining the trust and respect ofyour team, inspiring them to follow your vision, and achieving success as a group.Commitment leadership involves showing unwavering dedication to the organisation'ssafety goals, values, and the well-being of your colleagues.Consistency and reliability are essential attributes of commitment. Not only do they helpbuild trust, establish a sense of predictability, and contribute to a positive workenvironment, they are also critical for both role-modelling behaviours and drivingcontinuous safety improvement on the front line. Click the image opposite to find outmore about why consistency is important in leadershipWALK THE TALKCONSISTENCY & RELIABILITYClick on the image opposite to read ‘In Praise of the Incurably Curious Leader’Interpreting safety insights and data is a critical aspect of maintaining a safe and secureenvironment in various contexts, including workplaces, industries, and communities. Itinvolves analyzing collected data to extract meaningful information that can informdecision-making and enhance safety measures. Safety data interpretation is an ongoing process. Continuously monitoing records andoutcomes of VFL interactions helps to identify emerging trends or potential issues andadjust safety measures accordingly.CURIOUS ABOUT INSIGHTS | 21Commitment - Role-modelling & curiosityANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED.

Activities and top tips | 22Curiosity is a valuable leadership skill that helps with relationship building, problem-solving and gaining insights from data. There are different ways in which people arecurious and it is useful to know your own strengths and areas of development. Click here to find out how you are curiousAfter each VFL interaction take time to reflect on the conversation. Set the Stage Find a quiet and comfortable space where you can reflect without distractions.Begin with a few deep breaths to relax and clear your mind.Recall the Conversation Take a moment to recall the interaction you had. Try to remember the key points discussed, the context, andthe individuals involved.Self-Assessment Consider your own performance during the conversation. Reflect on the following questions:How well did I listen to the other person's perspective?Did I communicate my ideas clearly and effectively?Were there any moments of tension or misunderstanding, and how did I handle them?Did I show empathy and understanding?Did I ask open-ended questions to encourage discussion?How did I manage my emotions during the conversation?Did I maintain a positive and constructive tone?Feedback and Responses Think about any feedback or responses you received during the conversation. Were there any cues or signalsfrom the other person that indicated their thoughts or feelings?Consider how you responded to feedback or reactions during the conversation.What Worked WellIdentify the aspects of the conversation that worked well. These could be specific communication techniques,moments of effective listening, or successful points of connection.Areas for Improvement Identify areas in which you believe you could improve your VFL interactions. These might be related tolistening, empathy, clarity, or managing difficult moments.Action Plan Based on your reflections, create an action plan for improvement. Choose one or two specific areas you'd liketo focus on in future VFL engagementsOutline actionable steps you can take to enhance your skills in these areas.1.2.3.4.5.6.7.ANGLO AMERICAN SAFETY ACADEMY 2023. ALL RIGHTS RESERVED.