In this month’s Flash we take a look at a tragic case, and the official findings, to help better understand why this happened and how it could have been avoided.
In this month’s Flash we take a look at the observation process, and offer one idea on how to make your observations on safety better.
In this month’s Flash, we take a look at one near miss that very well could have been a hit. In doing so, we’ll ask one very important question that can help you in sending folks home, Alive and Well.
In this edition of the Flash we look and the difference in approach required when intervening on safety outside of the workplace. The difference is an important one, and knowing it will help you make a bigger difference back on the job, too.
This month Paul looks into how our minds recognize and perceive different types of hazards. You might not be surprised to hear that we aren’t always the best at recognizing what is most likely to hurt us.
In this month’s Flash Paul nudges us to remember what is most important, and shares some perspective on how to think better when a task seems critical.
In this month’s Flash Paul shares some very simple thinking about stopping to assess risk. He also shares a tragic story that offers some perspective as to why it is so important to do, especially when problems and pressure are running high.
In this months Flash, Paul shares some observations about recognizing hazards by simply sharing a photo he took. Sometimes a picture really is worth a thousand words.
In this month’s Flash Paul takes a look at choice as it relates to saying something, or not, when someone is taking too much risk.
In this month’s Flash we take a look at what doing work well really means, and why understanding the definition is so important to sending everyone home Alive and Well.
In this month’s Managing Safety Performance News, Paul teaches us why teaching followers is still one of the most important responsibilities of leadership.
From assigning work to developing people, Paul shows how teaching gives leaders a powerful opportunity to improve performance, reinforce expectations, shape culture, and stay connected to the people doing the work. He also shares what Jack Welch understood about teaching that many busy leaders have forgotten.
Paul’s lesson may change the way you think about one of the most basic things leaders do.
In this month’s Flash, we take a look at what we call Early Warning Indicators. Seeing safety performance for what it actually is means looking beyond past performance, and further into what’s happening today. Using Early Warning Indicators is an easy and effective way to do just that.
In this month’s Managing Safety Performance News, Paul finds a leadership lesson in a decidedly unlikely place: a guy in a bright yellow suit who owns a wildly successful baseball team named after a breakfast fruit. What Jesse Cole and the Savannah Bananas have to do with the everyday practice of leadership—and what Paul sees in their story—is worth the read.
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.
