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 in Managing Risk: The Right Stuff Paul examines lessons learned about managing risk in the space program. He provides four very important lessons that need to be understood about risk and sending people, to the moon and/or home alive and well at the end of each and every day.
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.
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.
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.