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.
Safety is serious business, but that hasn’t stopped some from poking fun at the way those of us who work for a living get hurt. Before he became famous as a Cajun chef….
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.
If you’re someone who works with your hands, on the list of hazards you face doing your job, how high would you rank Power Tools? …….
In this month’s Managing Safety Performance News, Paul examines the problem of failing to learn and there is a lesson we should not fail to learn. He focuses on the real problem of the perception of risk, aka, probability.
We make assumptions all the time. When it comes to safety, we routinely rely on those assumptions to keep ourselves safe. In the vast majority of cases, no harm comes from doing that.
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.
Not all safety rules are followed the way they’re supposed to be. Board an airplane, and there is one that is followed 100% of the time. Every single time a flight takes off.
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.
Here’s today’s question about hazards: things that can hurt you.
Think back in time to all the times you got hurt – including the minor cuts and scrapes, bumps and bruises, and the close calls where you almost got hurt…
A few weeks ago a residential condo collapsed, catastrophically and tragically – but absolutely not unexpectedly. If you have followed the story, you know there were plenty of warnings…
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.
In this edition Paul offers some insight into PPE, its role in protecting you, and how it does so.
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…
You’re in a rush. There’s a delivery about to show up and your crew has equipment to be repositioned to prepare for the arrival.
In the middle of all of that, you have a safety concern…
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’s edition comes in the form of an opinion poll question: When recognizing things that can hurt you, what matters more: knowledge or fear?
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.
When you’re sitting in the office or break room, It’s easy to have the sense that you’re safe. The hazards you need to be on the lookout for are found “out on the jobsite” not “back in the office.”…
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.
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