In this month’s Flash we take a look at setbacks, and the unique opportunity they provide to a leader in ensuring followers know and understand what is most important.
In this month’s Flash, we look at the important role questions have in ensuring Followers understand hazards and safe work practices.
In this month’s Flash, we take a look at one method that can help when it comes to discovering problems unknown to leadership.
This month’s Flash is prompted by several high profile catastrophic failures. While they’ll be the subject of in-depth investigation, they immediately raise a vitally important question for anyone interested in safety: how to decide what “non-event” events to take seriously?
In last month’s Flash we looked at one Fatal Assumption too commonly made, assuming “That will never happen to me”. This month Paul looks at a second Fatal Assumption, assuming “That will never happen.”
In this month’s Flash, Paul looks into a tragic and fatal event for which two known facts and one likely assumption serve as important lessons in sending folks home alive and well.
In this month’s Flash we continue the campaign to help you improve your safety tool box meetings with an example on ladder safety.
In this month’s Flash we provide another example for an Ask, Don’t Tell Safety Meeting. The example serves as a reminder on the use of the tool, and provides an important lesson to be learned about accidents.
In this month’s Flash, we take a moment to revisit the Ask – Don’t Tell safety meeting format, and provide an example for the application of the method.
In this month’s Flash we take a look at coaching followers on working safely, and offer three simple practices that can help what’s most important – sending folks home alive and well every day.
In this month’s Flash, we’re giving your safety meetings a checkup. Instead of another idea for what to talk about, we’re taking a closer look at how your meetings are going—and what makes a good safety meeting good.
In this month’s Managing Safety Performance News, Newton draws on four decades in pulp and paper manufacturing to explore the relationship between reliability and safety. When equipment fails, production falls behind, and the pressure for results builds, does improving reliability necessarily improve safety?
In this month’s Flash, we explore real-time decision making, what to do when urgency and pressure push us toward making faster decisions, and how to recognize when it’s time to slow the process down to make a better decision.
In this month’s Managing Safety Performance News, Paul takes running a red light and turns it into a much larger lesson about safety, leadership, human behavior, and execution. He starts with a company vehicle that ran a red light near his house and connects that incident to the tragic runway collision at LaGuardia, where technology, procedures, radio communication, and red runway entrance lights were all in place. The system had controls, but the outcome still depended on execution at the point of contact.
In this month’s Flash what might get in the way of intervention, why feedback matters, and how a simple “thank you” can encourage the conversations that help prevent injuries.
In this month’s Managing Safety Performance News, Gary Rivenes explores what effective coaching looks like when safety leadership moves from the classroom to the field. Gary writes from experience: before joining Balmert Consulting, he spent more than thirty years in mining leadership roles, from supervising a seventy-person crew to serving as Chief Operating Officer. In those roles, coaching leaders was not a theory or a program. It was part of getting the work done safely and sending people home alive and well at the end of the day.
In this month’s Flash we discuss “dumb rules”, and re-visit an easy way to put on great Tool Box Safety Meetings. Unfortunately those sorts of rules are often unwanted and seen as unnecessary, here’s one idea to help you reduce the chance a new one might be needed in the first place.
This month Paul explains that investigation reports are valuable leadership tools not simply because they identify technical causes, but because they reveal how familiar execution challenges—such as limited training, inexperience, weak supervision coverage, fatigue, time pressure, and inconsistent use of PPE—combine to produce serious outcomes. The primary purpose of an investigation is to help ensure an event does not happen again, but equally important is the Performance Visibility investigations provide: a clearer understanding of what is actually happening where work is being performed.
In this month’s Flash we look at static hazard recognition. Knowing and understanding where stored energy exists, which might not always be obvious, helps us ensure everyone goes home alive and well.
In this month’s Managing Safety Performance News, guest contributor and Balmert Consulting senior teacher Van Long reflects on a simple but powerful idea: the most effective safety leadership begins with self-reflection.
