As leaders, it is easy to underestimate the impact of our actions and decisions. Leaders can unintentionally become exposure amplifiers, creating negative downstream impacts. This article uses three specific examples to illustrate amplifiers that result directly from a leader’s action or decision, and offers guidance on how to identify and manage them. What is an…
The degradation of a safety system can have many causes. During two Root Cause Analyses we participated in, we saw the same outcome at the supervisor level, from two dramatically different causes. The first was the misapplication of Human and Organizational Performance (HOP) principles, and the second was a senior leader with an extremely high…
Continuous Improvement Through Meaningful Safety Conversations and Strategic Risk Reduction In the first article of this series, we explained the importance of safety leadership to initiate and drive safety improvement. This approach not only prevents fatalities but also creates the kind of culture that lifts business performance. In our experience, starting at the top is…
As a business leader, how would you approach a major change in business strategy? Would you delegate the topic to a functional department to create some tactical activities and implement them? Or would you discuss and align across senior leadership on vision and objectives and develop a strategy together? Probably the latter. How would you…
Four segments with Dr. Tom Krause speaking to a group of senior executives. Leading edge thinking, serious injury and fatality prevention, the role of the senior leader, and how leaders create safety culture.
EVENTS
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