This month, Paul takes on one of the toughest challenges every leader faces — managing hazards. Not just the big, obvious ones that make the “A List,” but the ordinary, everyday things that cause most of the injuries. He reminds us that managing hazards isn’t about eliminating every risk; it’s about handling them — and the people around them — “with a degree of skill and care.”
This month, Paul examines the challenge of complacency for leaders and their followers. He asks the question when was the last time you read an investigation report that began, “The root cause of this terrible tragedy can be found in the simple fact that so many of those involved failed to treat things as seriously as they needed to be”? For some reason, it’s rare for complacency to be described as the cause of a safety event. He goes on to discuss what to do about the problem of complacency.
This month, Paul focuses on the vital topic of hazard recognition, examining why failure to recognize hazards continues to show up in incident and near-miss reports. He underscores the reality that whenever someone is injured, a hazard is always present. Drawing on Dr. Daniel Kahneman’s psychological studies, Paul explores how human cognition impacts the way we perceive hazards. He concludes that leaders play a crucial role in fostering a culture where individuals feel compelled to take action when they detect a hazard or serious concern. The message is clear: if you see something, say something, and do something! This is an important read for any leader… and their followers.
This month Paul examines an off-the-job injury to the number one rated professional golfer, Scottie Scheffler who was seriously injured when he used an improvised tool to make dinner. Paul and colleague Dr. Pete Robison examine “What was he thinking?” framing the conversation around Thinking Fast.. And Slow teachings of Nobel Prize winner Daniel Kahneman.
Last month Paul made a presentation in Louisville. His presentation was preceded by two researchers presenting their findings. Paul latched on to the data and started looking for the story in the numbers that would help good leaders send those who follow them home alive and well. His finding of the story in the numbers is fascinating and important.
This month Paul has been out on assignment visiting many of our clients. Last week he visited a client’s Safety Day and asked, “What is the secret of your great safety performance?” It lead to a fascinating discussion and some very important learning. In this edition of the News he dives into learning from success and failure on the road to great safety performance.
In this month’s Flash Paul takes a look at choice as it relates to saying something, or not, when someone is taking too much risk.
If you know Paul, you know he has a Wall Street Journal habit and often finds in his reading lessons that transcend finances into Managing Safety Performance. This month Paul extracts important lessons from the recent banking crisis. He provides useful insights into risk, complacency, accountability and safety. The same challenges in banking are challenges managing safety performance.
This month Paul does a deep dive into understanding hazards — what can hurt us – and hazard recognition. Actually, that is not exactly correct, he does a deep dive into understanding the failure to recognize hazards and getting to the truth about what really happened. As long as I have known him, Paul has had a fascination of trying to understand what really happened when things go wrong. He puts the “axe of truth” to the reported findings. He has done Root Cause of Root Cause investigations analyzing the findings of reports in his organization and those in the public domains. Whatever your role in your organization, understanding what he shares this month can make a difference sending people home alive and well at the end of the day.
In this month’s edition of the Flash, Paul lends some advice on where to look for hazards and some perspective about the environment around us.
This month, we are pleased to feature an article by Newton Scavone, one of our most experienced members of the Balmert teaching team, based in São Paulo. Newton started as a client learning and using the MSP tools, then became one of the leaders developed to teach the course inside his company. For the last six years, many of you have known him as a Balmert Consulting teacher. He brings deep operational credibility and a clear understanding of what it takes to make these tools work in the real world.
In this month’s Flash, we take a look at a very important first step to ensure conversations go as well as they ought to when expectations around safety haven’t been met.
This month, Paul takes on one of the toughest challenges every leader faces — managing hazards. Not just the big, obvious ones that make the “A List,” but the ordinary, everyday things that cause most of the injuries. He reminds us that managing hazards isn’t about eliminating every risk; it’s about handling them — and the people around them — “with a degree of skill and care.”
In this months Flash we look at the importance of Safety Rules, and a very critical concept about the rules that ensures they help keep us safe.
In this month’s Managing Safety Performance News Paul takes on the challenge of trust and credibility in leadership—he discusses why they’re eroding at the top, why supervisors hold the real advantage, and what that means for influencing followers to work safe. He makes the case that trust is not a given but a hard-earned reward—and the most powerful tool any leader has for sending everyone home safe, every day.
In this month’s Flash we take a look at setbacks, and the unique opportunity they provide to a leader in ensuring followers know and understand what is most important.
In this month’s Managing Safety Performance News Paul reflects on the investigations into Challenger and the Titan submersible. From Richard Feynman’s ice-water demonstration to the Coast Guard’s scathing report, Paul points out that history shows how truth can be buried, warnings ignored, and lives lost.
In this month’s Flash, we look at the important role questions have in ensuring Followers understand hazards and safe work practices.
In this month’s Managing Safety Performance, Bill Wilson explores the importance of analyzing and understanding success with the same diligence that organizations typically reserve for failures. He argues that leaders often overlook everyday successes, missing the opportunity to identify and replicate what works. He makes the case that by focusing on success organizations can focus resources on impactful initiatives, reduce waste, and improve long-term performance—ultimately making sustained improvement a strategic priority rather than a lucky outcome.
In this month’s Flash, we take a look at one method that can help when it comes to discovering problems unknown to leadership.
English 
Portuguese 
Spanish 
Russian 
French 
Italian