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 examines lessons learned from a fatality doing a “Simple” clean-up job at a restaurant. The discussion is central to understanding how we perceive hazards and take risks. He provides some very interesting insight into the things that can get someone hurt, hurt seriously, or worse.
This month Paul examines lessons learned from a highway construction fatality where earbuds were involved. The discussion is central to understanding hazards and risk both personally and for those you work with. This may be the most important newsletter that Paul has written and he has written a lot of good ones.
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.
This month Paul brings clarity to some of the different word choices in play to explain events where something bad happened and events where nothing bad happened but could have happened. But that is not the big story. Paul takes us below the surface of the debate of terms to examine some critical things that need to be understood to prevent recurrence of an unplanned and unwanted event beginning with you need to know something happened.
This month Paul explores how we ought to determine which “old things” are important and that we ought to prepare for. He discusses the most common misunderstanding that leads us to get it wrong more often than not. There is a lot to learn from a good hard freeze that can help you back on the job.
Getting behind the wheel of a vehicle and drive to work. In a typical year in the US, ten times as many of us suffer fatal injuries out on the streets and highways than we do on the job. Most of us spend more time working than we do driving, and face a lot more hazards on the job…
This month Paul declares that those who make nothing happen should be celebrated for their effort and their leadership. What better way to end the first month of the New Year than with a positive story recognizing safety leadership? Paul talks about the importance of not just knowing what is most important but understanding it to set your leadership compass on True North. He discusses the challenges of making nothing happen and that those who do and do it over time ought to be recognized, and how they did it understood. He holds up the example of one such leader and how he did it as an example for others to follow. There is much to learn from Lonnie’s story.