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.
At the organizational level, there are plenty of examples that suggest it’s a big problem. NASA’s Challenger and Columbia disasters and industrial accidents like …
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.
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.
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.
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.
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
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.
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.
The Injury Triangle© is such a simple model of what it takes to get hurt. Here’s a case when person and the object are stunningly obvious. As to where the energy came from….
This month Paul shares his experience around hazard recognition and lists. He explores the nature of hazard recognition challenges and leaves us with some Darn Good Advice and a suggestion for a better way.
When the time comes to look for the hazards that can hurt you, where do you look? Without giving that question a lot of thought, you might answer…
This month Paul dives into problems big and small. He explores the nature of problems and how we think about them, then leaves us with some Darn Good Advice.
Does your operation have life critical safety rules? Many do, for things like suspended loads, elevated work and entering confined spaces. When you don’t follow the rules for hazards like those…
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.
It’s now been more than 90 days since the world around us was transformed by a hazard so small as to be invisible to the human eye. The next time you fill out a…
This month Paul dives into the stress we all are feeling. In this edition he talks about the assumptions, hypotheses, and facts we use to make decisions and the biases that influence and inform them. If you are a regular reader then you know Paul is going to pull it all together, share his perspective and offer some thoughts on how to leverage the lessons. Some Darn Good Advice.
People are worried about a serious hazard they can’t see. They’re being forced to change the way they do their jobs, some in very significant ways. They’re worried about their….
With all confusing, confounding and even contradictory things going on in the midst of the COVID crisis, the most important goal every leader has remains unchanged: seeing to it that everyone goes home, alive and well at the end of every single day.
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