Contributor: Donald K. Martin
Effective safety communication brings greater safety competence, not only because effective safety communication facilitates buy-in and participation, but it translates to employees understanding what the safety issues are and how those issues are being addressed.
Written by: Don Groover
Getting to injury-free performance requires rethinking how we approach safety activities, the measures we use to monitor progress and define success, and the way we approach...
Written by: Guy Boyd
Many of us have known great leaders whose commitment to safety have had an enormous positive impact. The hard part is pinning down exactly what it is they do that distinguishes them from other leaders.
Written by: Donald R. Groover, CIH, CSP, Thomas R. Krause, Ph.D., and Donald K. Martin, CIH, CSP, MPH
Serious and fatal events remain a troubling area for many in safety. This article poses eight questions to help leaders think past...
Contributors: Thomas R. Krause Ph.D. & John Hidley M.D.
Conventional thinking holds that accountability is a straightforward equation of setting a direction and, later, holding people to it. In practice, accountability is more complex.
Contributor: Mike Duncan
Increased employee awareness of at risk behaviors and barriers is one benefit to conducting incident investigations. Observations provide pure based assessments of events by capturing data that identifies at risk behaviors without establishing blame.
Written by: Rebecca Nigel
In March 2007, global industry giant Akzo Nobel’s Surfactants Europe sub-business unit facility in Stockvik, Sweden, marked three years without a lost time injury (LTI). Site leaders believe their employee-driven safety process has been an important factor in attaining this milestone.
Huntsman Corporation has always had a strong commitment to safety excellence and in 2006 the company sought a path to take its safety culture to the next level. The company wanted to improve consistency and networking while fortifying efforts for its smaller sites.
Contributor: Rebecca Nigel
Namakwa Sands is a heavy minerals mining and beneficiation business that operates along the west coast of South Africa. The site produces three heavy minerals: zircon, rutile and ilmenite. Titania slag and pig iron are produced from ilmenite in a smelter near the Saldanha Bay export harbour.
Contributor: R. Scott Stricoff
In many organizations the common practice has been to hold supervisors and managers accountable for safety by including a safety goal in the individual’s annual goals or objectives. When this has been done, the widespread approach has been to give each individual an injury rate goal for his department or group. This article looks at why this is not a good approach and provides insight into the types of things that can be incorporated into safety goals by level of the individual manager and supervisor.
Feedback and Recognition is one of the seven Leadership Best Practices that leaders use to keep people on track through shifting business priorities, changing market conditions, and emerging organizational needs...
Contributor: David Libby
The safety train has left the station and most of the organization is on board and helping to reach the destination – significant and sustainable improvement in safety performance.
Contributor: Thomas R. Krause, Ph.D.
Not all senior executives care about safety with the passion exhibited by CEOs who are great safety leaders. Senior executives who rise through non-operations channels often have little knowledge or experience...
Contributor: Thomas R. Krause, Ph.D
Many leaders are deeply troubled by the persistence of serious injury and fatality (SIF) events – especially as they see the rate of less severe injuries continue to fall. A 2011 study conducted by BST and Mercer ORC, along with seven global companies, helps us understand why safety systems frequently assume that reducing smaller injuries will also reduce SIF events.
Many organizations want to create a no harm or goal zero culture. Focusing on eliminating unmitigated risk and moving beyond basic compliance to a culture of commitment is the key.
Contributors: Don Groover and Debbie Hartung
Most organizations want a culture of commitment. They see the power of fully engaged employees concerned less about short term personal gains and more about behaviors and actions that support the organization’s values and leadership’s direction. An engaged workforce is assuredly a sign that the culture is moving towards one of commitment, but sustaining such movement can be difficult.
Contributor: R. Scott Stricoff
"Life-saving rules" for safety are rules that are deemed to be safety-critical and for which there will be zero tolerance for violation. Adoption of cardinal rules can be a helpful approach to ensure ongoing focus on those protective measures most important for avoiding serious injuries. This document suggests the process that should be used for implementation of life-saving safety rules, and explains the pitfalls that can occur if a well-designed implementation process is not followed.
Contributor: Tom Krause, Ph.D.
It's often easy for leaders to lose sight of their personal influence on organizational culture as it pertains to safety.
Contributor: Jim Spigener
If you are looking for a way to change safety behaviors, this podcast shows why you need to understand "intentions."
Contributor: Paul Angelo
In this podcast Principal Consultant Paul Angelo addresses how to utilize the feedback information taken from BST's Leadership Diagnostic Instrument report and how to create a personalized and effective leadership coaching action plan.
We begin Part 1 of this series identifying what it means as a leader to be emotionally connected to safety. Committing to a personal value for safety is what separates you as an effective safety leader.
Part two of the leadership series examines how practicing consistent behaviors that result in positive consequences can over time change beliefs and values towards safety.
Transformational leaders can help transform organizations as well as individuals from one level to another to produce significant and positive change.
Part four of the Leadership Series identifies the seven best practices that transformational leaders employ that not only creates a high performing culture...
In the final podcast of this leadership series we look at the nine attributes that provide leaders with a better understanding of the state of the culture...
Contributor: Colin Duncan
Colin Duncan explains to Alan Hosking some of the principles for engaging others in safety efforts by optimising your influence as a leader.
Safety leadership isn’t just initiatives and numbers; it’s personal. Like it or not, you lead with everything you say and do. And the leaders who can’t convey how they value safety, but respect the sanctity of human life, are unlikely to be able to change significantly or sustain the actions necessary to transform their organizations.
Contributors: Tom Krause, Sarah Smith, Don Groover, Ted Apking
Leading safety effectively and efficiently through these challenging times is both desirable and possible. This article suggests five critical actions that leaders can take to successfully drive safety through a time of economic uncertainty.
Of all the practices that define successful safety leadership, the ability to communicate effectively is unique in its ability to give safety activities meaning.
In a quest for zero-injuries leaders must create a culture where workers recognize acceptable levels of risk. Doing so empowers workers to assess when exposures increase and to take action, getting risk levels back to an acceptable standard.
Contributors: Tom Krause and John Balkcom
This is the only way for the board to govern so as to protect cash flow, the workers, and the shareholders.
Contributor: Thomas R. Krause Ph.D.
Over the past five years a startling data pattern has emerged in which the rate of recordable injuries has declined, but the rate of serious injuries and fatalities (SIFs) is either flat or increasing.
Contributor: Scott Stricoff
To prevent further catastrophes, we must begin to shift from a focus on technical, and management systems to a comprehensive look at the integration of systems with organizational safety culture. Leaders need to recognize the role organizational safety plays, understand how it must be managed, and be able to identify where it tends to break down.
This webinar explores the thinking behind old paradigms, including the relationship between types of injuries. Dr. Krause shows why deepening our understanding of how serious and fatal injury events occur opens up new possibilities for organizations wishing to prevent them.
Contributor: Ricky Yu
Safety is never a standalone proposition. The extent to which procedures are followed and safety systems function depend upon a complex interaction between field-level activity, and the culture, climate, and leadership of an organisation.
Contributor: Monica Schiller
As a manager it's important to ask yourself "Do I value safety and am I setting the right safety climate for my direct reports?" Incorporating upstream measures into everyday discussions enables you to eliminate exposures...
Contributors: Don Groover & Jim Spigener
Safety professionals have long been the focal point of an organizations EHS performance. Even as methodologies evolve, new tools emerge, and thinking changes, organizations...
As the business landscape continues to change, safety professionals are faced with rethinking their traditional role. Staying relevant as the organization changes means learning how to leverage your knowledge, skills...
The safety professional's primary role is to help the organization move toward an injury-free environment.
In this series we have laid out the emerging challenges that safety professionals are experiencing, the new skills we must possess...
Contributor: Luis Sanchez
Recent studies have identified routine tasks to be a major cause of incidents. Maintaining a high degree of adaptive readiness...
This podcast speaks to the supervisor and identifies a couple dimensions that influence culture in a positive way in pursuit of high performance.
This article explains how safety leaders can collaboration at every level makeing them more effective and credible to people in their organization...
In every organization, outcomes begin with a leader articulating a vision. Vision is what tells a company where it will be in the future and how it is going to get there.
Being a credible leader sounds simple: Just walk the talk. One of the things we have learned at BST is that being credible is not as simple as it sounds and it is more important that one might suspect...
Are your leaders aligned on how they discuss working safely? Aligning behaviors around avoiding unmitigated exposure...
Contributor: Donald R. Groover
It is difficult for many people to think about the future, especially in today's economic climate. Putting one's feet up and pondering the future seems a tremendous luxury when so many tactical...
What is potential? In the context potential refers to the range of outcomes of any one situation. Whether any of these outcomes actually occur depends on the configuration of conditions and protective measures that coincide with the exposure. While the potential outcomes for many exposures can range from "nothing bad happens" to fatality, the probability of every potential outcome is not the same.
Judgments that leaders make about staffing, scheduling, capital expenditures, and many other concerns all have implications for the environment of the organization - and for its safety outcomes.
Organizational value for safety and creating an environment where employees of all levels can engage in the safety process is fundamental for sustaining a strong safety culture.
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Discipline in Safety: What Works, What Doesn't, and How to Get It Right
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