
Missing The Obvious
Over the first decade of manned spaceflight in the US, no human life was lost in space. In managing risk, there no greater success story…
Over the first decade of manned spaceflight in the US, no human life was lost in space. In managing risk, there no greater success story…
Imagine your momentary queasiness as you start reading…US Airways 1549. You immediately know what that is about and have a pretty good idea Captain Sully has something to do with it. This month Paul examines the human factor when things go bump in the night…or the Hudson River.
Being sure. Thinking you’re sure. Acting as though you are sure. We do it all the time. In one sense, it’s impossible not to. To live a normal life, you have to….
This month Paul examines the power of example, the power of the examples of leaders. Mimicking or copying the behaviors of others is inbred in us from the time we are young. We do it almost without thinking. If that is true then as a leader it is a powerful way to get people doing what you want them to do.
The five senses: sight, sound, touch, taste, smell. Together they form the foundation of hazard recognition, done real time where we live and work. There is also the notion of a sixth sense…
This month Paul looks at the challenges of creating the culture you want. Said another way, culture change. It is rare for me to have an initial conversation with prospective and existing clients without them using the term “culture.” Two calls already this morning and it is early. In Changing the Culture Paul provides some brilliant insights while cutting through all the culture change clutter. There is a lot in this one and worthy of multiple reads. This one is brilliant and important! He also will have everyone pulling out their old Geometry text book.
Every industry has its own set of hazards. In the construction business, one of the biggest is trenching and excavation. To insure that work is done safely there is a rigorous set…
How many safety rules are there? Nobody knows for sure. But one thing is for sure: every rule exists for a simple reason…
In this month’s Managing Safety Performance News, Paul examines defining moments of some amazing leaders. Paul discusses the key lesson to be learned from their “defining moments.” It would be nice if all defining moments were also shining moments.
There’s always a reason for every safety rule, and it’s not the least bit difficult to figure out what the reason is for that piece of advice.
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 shares some very simple thinking about stopping to assess risk. He also shares a tragic story that offers some perspective as to why it is so important to do, especially when problems and pressure are running high.
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.
In this months Flash, Paul shares some observations about recognizing hazards by simply sharing a photo he took. Sometimes a picture really is worth a thousand words.
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.
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.
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 take a look at what doing work well really means, and why understanding the definition is so important to sending everyone home Alive and Well.
This month Paul starts by examining Deming’s Plan/Do/Check/Adjust cycle and supplements the discussion with lessons from Drucker and Fayol. Paul uses the lessons as a starting point for a deep dive into the Check step as it relates to sending people home alive and well at the end of the day.
In this month’s Flash, we take a moment to appreciate the difficulty of the work done “on the farm”, and the importance of ensuring that every job ends in a way where no one could have gotten hurt.