In this month’s Managing Safety Performance News Paul shares his thoughts on making real change occur. Sure, from time to time change has a lot of different names, but change by another name is still change. Humor aside, making change in the direction of sending people home alive and well at the end of every day is pretty darn important and Paul has some darn good advice on making that happen.
In this month’s Managing Safety Performance News you’re in for a treat: one of our teachers and consultants is writing about something else he knows very well: what’s known in the business as “Lean Six Sigma.” In addition to teaching about managing safety performance, our Bill Wilson has been teaching about business process improvement for years. Despite the appearances, it turns out both subjects have a lot in common.
In this month’s Managing Safety Performance News Paul reflects on some of the great leaders he has met during his working career and his time teaching leaders like you. He shares some of the stories he heard or was a part of when they occurred. Paul’s cleverness was not only being a great observer but also having a great memory for details and being good at analyzing them for what he can learn.
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.
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.
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.
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.
This month Paul explores habits. Not just the changes we each have made in response to COVID 19 but more importantly the nature and value of habits related to sending people home alive and well at the end of the day. He investigates habits as they apply to managing risk and gaining compliance and leaves us with some Darn Good Advice.