Hazard/Risk
Recognizing What Can Hurt Us
You’re driving a truck. On a narrow, one-way street, eastbound on a beautiful late summer morning. Your route calls for you to make a right turn…
September 15, 2017
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Hazard/Risk
Stopping The Job
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.
August 31, 2017
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Hazard/Risk
Safe to Go?
When a traffic light turns green, how many people actually take the time think about the choices?
August 15, 2017
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Hazard/Risk
Fatigue
Fatigue is one of the many tough safety challenges every leader faces. Part of the problem is that the sources – or root causes – of fatigue don’t just come from one place.
July 14, 2017
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Hazard/Risk
Safety On – And Off – The Job
Statistics suggest that people can – and do – turn safety on when they show up for work, and turn it off when they head home.
June 15, 2017
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Hazard/Risk
How Big a Problem Is Complacency?
At the organizational level, there are plenty of examples that suggest it’s a big problem. NASA’s Challenger and Columbia disasters and industrial accidents like …
May 15, 2017
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Popular Topics
Popular Articles
Accountability
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.
Enough Said?
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.
Managing Hazards
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.”
Beyond the Rules
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.
My Supervisor
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.
Setbacks
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.
Blowing The Whistle
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.
Leading With Questions
In this month’s Flash, we look at the important role questions have in ensuring Followers understand hazards and safe work practices.
Managing Success
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.
Don’t Know What You Don’t Know?
In this month’s Flash, we take a look at one method that can help when it comes to discovering problems unknown to leadership.
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