This month Paul examines who in management has the most control and influence over sending people home alive and well at the end of each and every shift every day. I’ll let him tell you the logical and correct answer and to share what knowledge and skills are needed by each of those team members responsible for making it happen.
This month Paul examines multitasking and distracted walking. From his own experience as a pedestrian and data in a recent report he draws some lessons that can help us back on the job with earbuds, hazard recognition, and distracted working, including walking and driving.
This month Bill Wilson, one of our senior consultant/teachers, examines the decision making that can lead to people getting seriously injured or worse at work. He discusses why part of the problem may be found in the defining and communicating of priorities. He helps us focus on what really matters when it comes to setting and making THE Priority the priority.
This month Paul examines the responsibilities of leaders, especially when the goal is to make sure everyone goes home alive and well at the end of each and every shift. He explores the challenges of getting everyone working safely and the supervisor’s responsibility for making sure that happens.
This month Paul unravels the mystery of the handshake. Not only does he solve it, but he ties it together with Jimmy Stewart’s It’s A Wonderful Life AND the goal of sending people home alive and well at the end of the day.
This month, Jay Bizarro is our guest contributor and shares more of his great thinking about how to do exactly that and improve safety performance. He introduces us to “skydivers”, “The Safety Switch”, “The Probability Problem”, and “The Unsafe Behavior Database.”
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.
This month Paul makes the case that there is no escaping the truth that behaviors must be managed if the goal is everyone goes home alive and well at the end of the day. He considers different approaches that have been tried and discusses whose behavior should be targeted and who ought to manage them. Paul concludes when it comes to appreciating the times when “it’s on them” and when “It’s on me” it would be fair to say that’s the subject of wisdom. Paul leaves us with some of his experience and wisdom.
This month Paul discusses what happened in his old company every time it looked like safety performance was declining and introduces the term “political water.” He then dives into the toughest challenges as reported by one industry and compares and contrasts that to what we have heard over the last twenty-two years across a wide range of industries around the world. It leads to a discussion of the root of all challenges and management’s first duties. He shares some very important lessons.
This month Paul talks about the importance of training, more importantly of knowledge, in sending people home alive and well at the end of the day. He discusses how good leaders doing Managing by Walk Around can make a difference when they show up at a class. There are some very important points he makes that make this probably the most important News he has written.
In this month’s Flash we look at static hazard recognition. Knowing and understanding where stored energy exists, which might not always be obvious, helps us ensure everyone goes home alive and well.
In this month’s Managing Safety Performance News, guest contributor and Balmert Consulting senior teacher Van Long reflects on a simple but powerful idea: the most effective safety leadership begins with self-reflection.
In this month’s Flash we look at the difference between an expectation and an assumption. That distinction might seem subtle at first glance, however the difference found in the definitions proves a very critical point for anyone who leads and manages safety.
In this issue of Managing Safety Performance News, Paul looks at why separating “environment” from “safety” misses the point. Using real work examples—from hauling tools over a snowbank to executive debates about compliance—he makes the case that many hazards don’t come from the job itself, but from the conditions in which the work is done. By stripping injuries down to simple “headlines” and sorting them by the source of the hazard, patterns start to emerge that are easy to miss in root cause analysis reports. The takeaway is straightforward: environment and safety are inseparable, and leaders who want better safety performance need to see the work—and its hazards—clearly, from the moment it begins.
In this month’s Flash, we explore where hazards come from—and why that matters. Understanding their sources is a critical step in identifying what could cause harm.
This month Paul examines how leaders often misuse the phrase “it’s just common sense”—either to dismiss learning or to assume shared understanding without definition. He argues that many leadership statements presented as fact are really opinions, and that poor communication stems from assuming others interpret words, experience, and expectations the same way.
In this months Flash we are re-visiting the fundamental concept of getting folks to follow all of the rules, all of the time. As to how you might move the needle a great place to start is with PPE.
This month Paul shares that for twenty-five years, our work has been grounded in disciplined observation, analysis, and testing. That process has shaped how we identify the leadership practices that most directly influence safety performance—the same ideas we teach.
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.
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