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.
In this month’s Managing Safety Performance News, Paul starts with an investigation into a fatality, sure there’s a lot to learn about getting meaningful investigation findings, but don’t stop there this is really about navigating a very large ship, in a very narrow channel, with lots of cross current and other traffic — changing direction. In the end it is about getting great safety performance. They say there is no silver bullet for getting great safety results, that may be true, but there are a few key fundamental things that are the difference that make the difference. Paul reveals them this month. I’ll be interested to hear what you think after you finish “Common Practice”.
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.