This month Paul explores habits. Not just the changes we each have made in response to COVID 19 but more importantly the nature and value of habits related to sending people home alive and well at the end of the day. He investigates habits as they apply to managing risk and gaining compliance and leaves us with some Darn Good Advice.
This month Paul looks at the challenges of creating the culture you want. Said another way, culture change. It is rare for me to have an initial conversation with prospective and existing clients without them using the term “culture.” Two calls already this morning and it is early. In Changing the Culture Paul provides some brilliant insights while cutting through all the culture change clutter. There is a lot in this one and worthy of multiple reads. This one is brilliant and important! He also will have everyone pulling out their old Geometry text book.
In this month’s Managing Safety Performance News, Paul starts with an investigation into a fatality, sure there’s a lot to learn about getting meaningful investigation findings, but don’t stop there this is really about navigating a very large ship, in a very narrow channel, with lots of cross current and other traffic — changing direction. In the end it is about getting great safety performance. They say there is no silver bullet for getting great safety results, that may be true, but there are a few key fundamental things that are the difference that make the difference. Paul reveals them this month. I’ll be interested to hear what you think after you finish “Common Practice”.
In this month’s Managing Safety Performance News Paul examines safety culture: What it is, why it matters, why it can be a problem, and what you need to know to change it. If you’re like me, you’ll get a lot of value out of what he has to say. You may even get a new appreciation of the paper that lines your hallways.
In this month’s Managing Safety Performance News Paul examines making stop work decisions at work and the critical importance of that decision. Oh, yes, the client stopped the work and canceled the class in Houston. Our teacher did go to Salt Lake City so the client, in a Harvey-free area did not need to stop the work. Our teacher on the river stopped the work and headed to Fort Worth. Paul will give you some suggestions about making your stop work decisions.
In this month’s Managing Safety Performance News Paul shares his thoughts on making real change occur. Sure, from time to time change has a lot of different names, but change by another name is still change. Humor aside, making change in the direction of sending people home alive and well at the end of every day is pretty darn important and Paul has some darn good advice on making that happen.
In this month’s Managing Safety Performance News you’re in for a treat: one of our teachers and consultants is writing about something else he knows very well: what’s known in the business as “Lean Six Sigma.” In addition to teaching about managing safety performance, our Bill Wilson has been teaching about business process improvement for years. Despite the appearances, it turns out both subjects have a lot in common.
This month Paul analyzes A Crucial Conversation, one particular real-world conversation, to understand the dynamics in play, especially those crucial to sending people home alive and well. He does a deep dive into the organization power present in such conversations. If more leaders understood that power, we might never have heard of the events of April 20th 2010.
This month’s edition comes in the form of an opinion poll question: When recognizing things that can hurt you, what matters more: knowledge or fear?
This month Paul brings clarity to some of the different word choices in play to explain events where something bad happened and events where nothing bad happened but could have happened. But that is not the big story. Paul takes us below the surface of the debate of terms to examine some critical things that need to be understood to prevent recurrence of an unplanned and unwanted event beginning with you need to know something happened.
When you’re sitting in the office or break room, It’s easy to have the sense that you’re safe. The hazards you need to be on the lookout for are found “out on the jobsite” not “back in the office.”…
This month Paul explores how we ought to determine which “old things” are important and that we ought to prepare for. He discusses the most common misunderstanding that leads us to get it wrong more often than not. There is a lot to learn from a good hard freeze that can help you back on the job.
Getting behind the wheel of a vehicle and drive to work. In a typical year in the US, ten times as many of us suffer fatal injuries out on the streets and highways than we do on the job. Most of us spend more time working than we do driving, and face a lot more hazards on the job…
This month Paul declares that those who make nothing happen should be celebrated for their effort and their leadership. What better way to end the first month of the New Year than with a positive story recognizing safety leadership? Paul talks about the importance of not just knowing what is most important but understanding it to set your leadership compass on True North. He discusses the challenges of making nothing happen and that those who do and do it over time ought to be recognized, and how they did it understood. He holds up the example of one such leader and how he did it as an example for others to follow. There is much to learn from Lonnie’s story.
Complacency is a state of mind characterized by an absence of fear. If there really were nothing to fear, there’s nothing to hurt you. When there is something that can hurt you and you’re not fearful, beware…
This month Paul spends time talking about the leaders he has met and observed along his working career journey. He dives into the process and practice of leadership. In his examination he focuses on execution and how leaders make a difference causing change and ensuring everyone goes home alive and well at the end of each and every shift, every day, day after day. He leaves us with some thoughts on practicing the practice of leadership.
This month Paul’s lede story is about a recent accident while working on a similar water tower. Paul dives in on the “job” hazard analysis process. There are several lessons from this accident and the JHA process that need to be understood to make sure no events occur doing the work you and your crew do.
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