Managing Safety Performance News

Top 10 Mistakes

Biggest Mistake Number 5

Sooner or later anyone who’s ever golfed as fallen to the temptation: buy the latest club to hit the market. The one guaranteed to knock strokes off next Saturday’s round.

Every once in a while, the latest technology works like magic. At least for a few rounds, and then we revert to form.

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Top 10 Mistakes

Biggest Mistake Number 6

The people running operations – making the product, delivering the service, handling the materials – really are world class when it comes to measuring how well their business is performing. They’re all over all the important details of how much, how well, how often.

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Top 10 Mistakes

Biggest Mistake Number 7

The management team has gathered around the conference table in an emergency meeting. The urgent topic: what to do to stanch the rising tide of accidents and injuries?

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Top 10 Mistakes

Biggest Mistake Number 8

In his years of working with industrial clients, Deming built what many of us in the manufacturing management business would learn as his “14 Absolutes of Quality.” In the middle of his list of Absolutes was the proviso to “Drive out fear”, fear of getting in trouble for making defective products and reporting quality problems was a major roadblock to progress.

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Top 10 Mistakes

Biggest Mistake Number 9

Good questions can do the heavy lifting for managers. A question starts by getting someone else talking. For all of the sophisticated theories that have been offered about the art of interpersonal communication, doesn’t communication fundamentally boil down to someone speaking, and others listening to what is being said?

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Top 10 Mistakes

Biggest Mistake Number 10

Of all new assignments we encounter in the course of our career, no one is bigger than the change from managing yourself to managing others. When our new assignment and responsibilities were described, we were reminded “you are also accountable for the safety of those assigned to you.”

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Popular Articles

The Injury Triangle

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….

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Look Out!

This month Paul shares his experience around hazard recognition and lists. He explores the nature of hazard recognition challenges and leaves us with some Darn Good Advice and a suggestion for a better way.

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Asking “Where?”

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…

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Problems: Big and Small

This month Paul dives into problems big and small. He explores the nature of problems and how we think about them, then leaves us with some Darn Good Advice.

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Life Critical Safety Rules

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…

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Changing Habits

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.

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Habits

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…

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Stressed Out!

This month Paul dives into the stress we all are feeling. In this edition he talks about the assumptions, hypotheses, and facts we use to make decisions and the biases that influence and inform them. If you are a regular reader then you know Paul is going to pull it all together, share his perspective and offer some thoughts on how to leverage the lessons. Some Darn Good Advice.

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Safety Leadership In The Time of Covid

With all confusing, confounding and even contradictory things going on in the midst of the COVID crisis, the most important goal every leader has remains unchanged: seeing to it that everyone goes home, alive and well at the end of every single day.

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