In this month’s Managing Safety Performance News, Paul looks back to the lessons learned on his last trip of the year that included developing a new teacher for Balmert Consulting in Germany. But that is not the story, not this month.
This month Paul finds safety leadership in the most unusual place and follows the thread back fifty years to his first boss and the plant manager.
In this month’s Managing Safety Performance News, Paul describes role-modeling a successful technique used by Malcom Forbes. In our circles, we have a familiar name for the practice. You can read about it in his book, Alive And Well, or you can come to one of our open enrollment sessions and learn it first hand from Paul, who certainly practices what he preaches.
This month Paul also discusses some basic principles to measure safety performance. They can be found in more detail in the chapter, Measuring Safety Performance. It’s the longest chapter in his book.
In this month’s Managing Safety Performance News, Paul shares the experience of 1 of the 7.7 billion. A person who had an impact on 139 fellow passengers during one of Paul’s recent trips. It got Paul thinking. I asked Paul if he was sure about running a “go” story and he said, “This story is one filled with things to be observed and learned. All you have to do is to look and pay attention.” Turns out Paul’s message is not really about “the go”, but critical lessons about compliance for sending people home alive and well at the end of the day and it does not require air freshener.
In this month’s Managing Safety Performance News, Paul turns his attention to diagnosing the problem of hazard recognition. You could attribute Kettering’s quote, above, to my father or Paul. Both masters of — solve the right problem! Sometimes you have to think differently, they did/do. When it comes to hazard recognition Paul’s message is critical to sending people home alive and well at the end of the day.
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.
This month Paul spends time talking about the leaders he has met and observed along his working career journey. He dives into the process and practice of leadership. In his examination he focuses on execution and how leaders make a difference causing change and ensuring everyone goes home alive and well at the end of each and every shift, every day, day after day. He leaves us with some thoughts on practicing the practice of leadership.
This month Paul’s lede story is about a recent accident while working on a similar water tower. Paul dives in on the “job” hazard analysis process. There are several lessons from this accident and the JHA process that need to be understood to make sure no events occur doing the work you and your crew do.
This month Paul talks about the investigation reports that he has read and the findings of those reports. He dives in on the lessons learned portion of many reports and provides a better understanding of investigations and lessons and leaves us with some Darn Good Advice about what we should get from investigations.
This month Paul talks about being held accountable. He explores common misconceptions about accountability and what it means to you doing your job. He examines a recent headline story about a CEO downunder. He provides a better understanding of accountability and leaves us with some Darn Good Advice.