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.
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.
This month Paul, with the help of Erick Reyna one of our teacher consultants, goes back 10 years to examine the lessons to still be learned from the Macondo Deepwater Horizon events of April 20th 2010. He shares five important lessons that are still important today. Some Darn Good Advice.
This month Paul discusses that the risks that scare us and the risks that kill us are different. He examines the lessons to be learned from the Coronavirus and how those lessons can help leaders like you send people home alive and well at the end of each and every day.
This month Paul examines the customary beginning of a new year thinking about goals and results. He reminded me of Jim, only Paul’s search is for ’cause’ around the leading and lagging indicators used to measure safety performance. Anyone who knows Paul knows he tends to have a different and insightful perspective. He truly is a Rebel With a Cause — to help leaders like you send people home alive and well at the end of each and every day.
This month Paul asks “What would you like your legacy to be?” You might be tempted to think this is just life advice and has little to do with what you do at work. You would be wrong. Paul holds up the legacy of one of the great leaders he met during his career who left a lasting impression on Paul. The lessons are important if you want to make a difference sending people home alive and well at the end of each and every day.
This month Paul begins with a story from the other side of the coin, noncompliance and unsafe practices. He examines the rewards and risks of taking shortcuts. Certainly, there are rewards and consequences, both good and bad, for every behavior. Paul sheds light on them in order to help you send people home alive and well at the end of the day.
This month Paul analyzes followers and the underrecognized and underappreciated power in followership. Not those followers that followed their leaders into to conflict rather those working in an industrial operation, like yours. Along with examining the leadership mandate Paul explores leaders as followers. In the end it is the critical role followers play in execution, business performance and sending people home alive and well at the end of each and every day that gets Paul’s attention. If, after reading what Paul wrote, you feel compelled to go wildly dance on a hill… well, maybe I’ll see you there…
This month Paul analyzes A Crucial Conversation, one particular real-world conversation, to understand the dynamics in play, especially those crucial to sending people home alive and well. He does a deep dive into the organization power present in such conversations. If more leaders understood that power, we might never have heard of the events of April 20th 2010.