Sometimes workplace accidents happen in public places. Case in point: a fall that claimed the lives of two men working on the overhead power lines at a street intersection. The effect on the public…
The Injury Triangle© is such a simple model of what it takes to get hurt. Here’s a case when person and the object are stunningly obvious. As to where the energy came from….
When the time comes to look for the hazards that can hurt you, where do you look? Without giving that question a lot of thought, you might answer…
Does your operation have life critical safety rules? Many do, for things like suspended loads, elevated work and entering confined spaces. When you don’t follow the rules for hazards like those…
It’s now been more than 90 days since the world around us was transformed by a hazard so small as to be invisible to the human eye. The next time you fill out a…
People are worried about a serious hazard they can’t see. They’re being forced to change the way they do their jobs, some in very significant ways. They’re worried about their….
One of the great benefits of having co-workers is that they represent a “second set of eyes.” They can see what we are doing; they can see things we don’t see ourselves…
On the subject of the Coronavirus: yes, or no, are you taking precautions? Have you seen others taking the kind of precautions they would not normally take?
The process of hazard identification never stops. As to where it should begin…
Near-miss. Near-hit. Close call. Call it whatever you want: something happened; it wasn’t good; fortunately, nobody got hurt.
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.
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