Managing Safety Performance News

Leadership

Invisible Work

In this month’s Managing Safety Performance News Paul explores different ways to think about leadership when it comes to safety. He reflects on thinking from some of the best books on management and leadership and finishes with a most interesting view of leadership when it comes to sending people home alive and well at the end of the day.

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Execution

Undercover Boss

This month Paul’s journey into The Name of the Game Is Execution takes a new twist. With this edition, the focus is now turning to answering the question, “OK Paul, I got your point that execution is important. I get that. So, what do I do to change things? Answer me that!” Well, read this month’s Managing Safety Performance News and you’ll get the first idea.

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Leadership

Credibility Lost

This month Paul examines the credibility of leaders. How precious and useful it is, especially when it comes to sending people home safe at the end of the day. Wish I had his thoughts and advice back when I was trying to free that snake.

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Execution

Organization Power

n this month’s Managing Safety Performance News™, Paul examines Organization Power. He looks at who has the power to make a difference sending people home alive and well at the end of the day. And why power in organizations is so commonly misunderstood. I think you’ll find the lessons he draws from all of this very interesting.

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Top 10 Mistakes

Biggest Mistake Number 1

Managing safety performance– sending everyone home safe at the end of the day – is fundamentally a game of execution. No matter how good the game plan – policies, procedures and programs – when it comes to bottom line safety performance, the game is won or lost on the field.

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Top 10 Mistakes

Biggest Mistake Number 2

Read the mission, vision and values statement of just about any industrial company these days, and you’re bound to find safety prominently mentioned. Words to the effect that “The safety of our stakeholders is of critical importance to the success of our business” can be found right next to the other goals and values so important

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Top 10 Mistakes

Biggest Mistake Number 3

It’s a scene that every one in operations and those of us who have ever managed operations knows all too well.

We’ve gathered up the entire department for an important safety meeting – important because we’re rolling out a new company safety policy.

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Top 10 Mistakes

Biggest Mistake Number 4

When we were kids growing up in school, we all knew who the leaders were. They were the ones who were the best athletes, had the best personalities, and yes, were the best looking. Everybody – us included – followed them. They made leading look easy – and cool.

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Top 10 Mistakes

Biggest Mistake Number 5

Sooner or later anyone who’s ever golfed as fallen to the temptation: buy the latest club to hit the market. The one guaranteed to knock strokes off next Saturday’s round.

Every once in a while, the latest technology works like magic. At least for a few rounds, and then we revert to form.

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Top 10 Mistakes

Biggest Mistake Number 6

The people running operations – making the product, delivering the service, handling the materials – really are world class when it comes to measuring how well their business is performing. They’re all over all the important details of how much, how well, how often.

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Popular Topics

Popular Articles

Stop Everything!

This month Paul explores another lesson to be learned about stopping the job and the decisions-maker’s choice. There are lessons about taking action or choosing not to that can be useful sending people home alive and well at the end of each and every day.

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Precaution!

On the subject of the Coronavirus: yes, or no, are you taking precautions? Have you seen others taking the kind of precautions they would not normally take?

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A Deadly Serious Hazard

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.

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What Now?

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.

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A Close Call!

Near-miss. Near-hit. Close call. Call it whatever you want: something happened; it wasn’t good; fortunately, nobody got hurt.

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Your Gift

This month Paul, during this season of giving, examines lessons learned from the past that might suggest the best gifts you can give if your goal is sending your followers home alive and well at the end of the day. It really got me thinking and I think it will for you as well.

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Working Alone

In this edition Paul poses some important questions anyone who ever works alone needs to ask – and answer – for themselves.

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A Simple Job

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.

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Ever Vigilant

Recognizing what can hurt you is a constant and never-ending process. No matter who you are, where you are, or what you happen to be doing, you need to be on the lookout for what can hurt you.

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