If a client came to us saying, “We know we have some leadership and culture issues: Communication is poor, skill level of supervisors and managers in inconsistent, our people don’t understand system thinking, and behavioral reliability is sketchy. Performance is suffering and we need an organizational improvement strategy. How should we approach it?” Our answer…
The first thing that a safety leader needs in order to be effective in safety is a genuine, heartfelt commitment to their employees. The second thing a safety leader needs is a vision for safety, an ability to clearly describe that vision to others, and a willingness to take action to bring their vision into…
This is the third in a series of 3 videos in which I explore the role of cognitive bias in decision-making (Watch Part 1 here and Part 2 here). In this final video, I provide an example of how our understanding of cognitive bias relates to safety. Part Three: Learn more about our approach to…
There is a growing body of knowledge which shows that human thinking tends to be flawed, in predictable ways. Cognitive bias can cause even good leaders to make poor safety decisions. This is the second part of a 2-part video. Watch Part 1 here Learn more about our approach to behavior based safety
We’ve never met a leader that didn’t want a better culture for their organization. We hear statements like, “we need to change the safety culture,” every day. What is odd is that the leaders who make these statements usually think they are talking about other people, when in reality they are talking about themselves. We…
Any leader will tell you “leadership creates culture.” Oddly enough, “knowing” in this case doesn’t reach very far. What is required is finding the connection between what I do as a leader and the kinds of cultural attributes I would like to change. Here is an example from my experience: I was the CEO of…
Paul O’Neill was the CEO of Alcoa from 1987 to 2000. Under his leadership, Alcoa’s market value increased from $3 billion in 1986 to $27.53 billion in 2000, while net income increased from $200 million to $1.48 billion. O’Neill began his first speech to Alcoa shareholders in 1987 by saying, “I want to talk to…
Most safety leaders and most operations leaders think they know how to assess risk effectively. Ineffective safety decisions happen at the front line employee level, but we leaders know better. This turns out to be false. A growing body of knowledge on cognitive bias shows that human thinking in general tends to be flawed, in…
Organizational leaders are always in the process of seeking out and developing talented people who can take on responsibilities and attain objectives. The higher up you get the more important this becomes. If you could just find five people who could do what you can do, or what your top leader is doing, life would…
I was on the way home from Houston, after several days of meetings with clients about decision making, cognitive bias and the prevention of serious and fatal injuries. I was in the terminal walking toward the gate. First I saw the kid, wild eyed, head jerking back and forth, looking down toward the gate and…
Most leading organizations today use a culture survey of one kind or another. Some are directly related to safety and some indirectly. Often they are given annually. How worthwhile are these instruments and how should they be used? Whether your survey is designed to measure organizational culture in general, safety culture in particular, or both,…
Global organizations often ask questions like, “Will the things that work in North America also work in Asia, Africa, the Middle East and Europe?” or “Are the principles that inform safety excellence the same across countries and their cultures?” or “Is safety excellence in an underdeveloped country the same as in a developed one?”. These…
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