Organizational leaders are increasingly concerned with the well-being of people in their organization, and they should be. Interpersonal conflict, frustration, detachment, absenteeism, and chronic stress are all signs that burnout or turnover are approaching. At a deeper level is the person’s sense of connectedness, inclusion, and efficacy. Deeper still, people want to be part of…
The purpose of this article is to challenge the traditional relationship between senior operations leaders and leaders in the safety function, using the risk matrix as an exemplar and catalyst for change. We contend the traditional relationship has the operations leader delegating pivotal safety decisions to their safety counterparts. The lack of involvement contributes to…
Why Your Safety Dashboard Deserves Executive Attention On the day of his retirement, the head of EHS at a large, global manufacturing company sent a note filled with advice for his friends and colleagues. This note summed up his decades-long experience. The first item on this list was “Stop the Spitting Contest,” or something to…
We think we know things we really don’t know, and as a result our decisions are comprised. Effective decision makers are willing to apply some rigor. The deeper our commitment to objective, honest, non-politicized information, the better our decisions will be, and the sooner we will find ourselves back on terra firma.
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.
In Part 1 of this series, we talked about the importance of having a carefully planned strategy for how your organization will approach safety improvement. We pointed out that many great organizations who are serious about safety improvement, surprisingly, don’t have a coherent, over-arching Safety Improvement Strategy. Here we go on to Part 2: What…
What Is a Safety Improvement Strategy and Why Do you Need One? It always surprises me when I see leading organizations who value safety lacking a comprehensive strategy to attain their objectives. The situation is usually something like this: “We are doing a lot to improve safety performance. Our leaders are serious about preventing Serious…
You know it when you see it. But it isn’t always easy to articulate clearly, especially to those who don’t understand it to start with. What does effective safety leadership really look like?
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:
Big visions require resources. In a world where resources are limited, safety leaders need to be able to demonstrate why their investment is not just the right thing for the workforce, it’s the best thing for the business.
© 2023 Krause Bell Group | Privacy Policy & Website Terms
"*" indicates required fields
"*" indicates required fields
