Over the last 5 years, I’ve had the pleasure of working with amazing organizations in the Utilities sector. I’ve interacted with some of the most hard-working people there are – especially during storm restoration – who work tirelessly in all kinds of weather conditions to get the power back on. Although you might think that…
It was 1993 and Paul O’Neill was attending his first board meeting as a Director at one of the largest companies in the world. Just as the meeting was coming to a close, O’Neill asked, “Where is the safety report?” As the story goes, no safety report was planned but the question had profound effects. It set the company on the path to creating safety excellence and embedding safety as a cultural value. Board member influence can do that — uniquely — and it saves lives while creating business value.
Our first study on serious injury and fatality prevention revealed that these types of incidents had very different precursors compared to other types of injuries. Now, taking this understanding to the next level, our continued research has shown the need to look at where organizations sit on the SIF Maturity Curve.
When we think about the sheer numbers of decisions made by leaders the task of improving them all seems quite daunting. The study identified a subset of decisions which had the greatest impact on 60 serious and fatal events. This article outlines an improvement strategy for organizations based on the findings.
Most of our clients make a great effort to start meetings in a meaningful way with respect to safety. Many enjoy collecting relevant safety topics for easy reference at the beginning of meetings, and we’ve seen countless humorous videos that illustrate critical risks and risk reduction activities. We’ve admired highly engaged employees who talk about the…
The connection between safety and business performance comes down to creating the conditions for organizational success—and it just so happens that safety is the perfect platform to support that collaborative effort.
If this is one of your habitual sayings, it will be hard to change. It will take not just changing your words but your thinking, your assumptions. Here are several reasons you should try:
In some of my client work, it quickly becomes apparent how well, if at all, the Human Resources (HR) function is connected to the overall safety management strategy for the organization. Too often the two are not well connected. It’s rarely an issue of motivation in my experience, but more so an issue of capability:…
Putting a solid safety management process in place can be difficult. One thing I think we can all agree on is that you must start with a desire and commitment to having one. Real commitment to a properly designed and implemented safety management process does work, and it works for the whole of the organization.
Which comes first, great safety leadership or great leadership in general? In our view there is no debate: great safety leadership should come first. When leaders lead with safety explicitly by actively promoting safety in their organization, they become great leaders overall.
What do key safety leaders need to understand about safety to influence the organization and achieve better and better performance? We’ve devoted more than 20 years to figuring this out and our research has yielded these seven critical insights.
Safety culture and organizational functioning interact with each other in ways that affect decisions, safety-related behavior, and performance. Safety culture not only impacts safety but is a driver of organizational performance in general.
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