What safety leadership attributes matter most? A few years ago we were working with a VP of Operations at a mid-sized oil and gas company. The VP was well intended, and he sincerely wanted to show his commitment to safety. However, the entirety of his safety leadership plan was to send a message out to…
Organizations often suffer a disconnect between safety professionals and other leaders. Operational leaders are paid to assess situations and make decisions aggressively. They work in cycles of what is wrong and what it will take to fix it, and they are good at what they do. However, this drive can prove counterproductive to safety performance…
Research shows that one of the best ways to improve safety performance is to make sure that your employees are effectively supported. In this video, Dr. Tom Krause describes the various ways in which employees who are strongly supported by their organization and leadership will be better and safer employees. Learn more about our approach…
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…
“Do they really in their heart feel like you’re doing everything you can to protect their lives?” These are the words of Lieutenant Governor Dan Patrick when he challenged President Obama during last week’s Town Hall Meeting. The exchange has been well publicized so I won’t repeat it here. As I listened, it occurred to…
Suppose you want to accelerate the safety performance of your organization, but you have limited resources to get started. You can only invest in one of the following strategies to improve safety: You could build a stronger safety culture, improve your safety management systems, build an inherently safer facility, reduce at-risk behavior, or strengthen safety…
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…
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…
Keri’s Dilemma: As the newly-hired head of sales at a family-owned company, Keri faced a challenge that had been ignored for far too long. Since its inception 25 years earlier, the owners had brought in only trusted family members and friends to work in the business. These people were smart, energetic, and available, but were…
One of the most difficult things for a leader to understand is how we influence the safety, health, and wellness of an organization. It’s easy to know the outcomes we want – zero injuries and a thriving workforce. It’s much more difficult to know what individual leaders do on a day-to-day basis to achieve those…
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