book

Alive and Well at the End of the Day, 2nd Edition

by Paul D. Balmert

April 2023

Intermediate to advanced

320 pages

11h 4m

English

Wiley

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CALLING ALL LEADERSTHE SAFETY LEADERSHIP CHALLENGELEADERS MUST LEAD!THE FRONT‐LINE SUPERVISORREADING THE BOOKTHE CASE FOR SAFETYJUST IN CASE
TAKE TWO: FROM THE TOPTAKE TWO: FROM THE MIDDLEYOU’RE RESPONSIBLETHE CASE FOR SAFETY
A DAY IN THE LIFELEADING VERSUS MANAGINGWORDS AND ACTIONSLEADING BY EXAMPLEUSING WORDSTHE PRACTICE OF LEADERSHIP

MOMENTS OF HIGH INFLUENCEMISSING THE MOMENTMOMENTS HAPPEN ALL THE TIMECARPE DIEM
ON BEING SEENTHE VALUE OF OBSERVINGMANAGING BY WALKING AROUNDCALCULATIONTHE OBSERVATION STEPANALYZING THE DETAILSTHE LAST WORD
ABOUT THE RULESNON‐COMPLIANCEFOUR FUNDAMENTAL REASONSREASON 1: FOLLOWERS DON’T UNDERSTAND THE RULES2: FOLLOWERS DON’T REMEMBER THE RULES3: FOLLOWERS FAIL TO RECOGNIZE WHEN THE RULES APPLY4: FOLLOWERS DON’T CHOOSE TO FOLLOW THE RULESIMPROVING COMPLIANCE
WHAT IS A HAZARD?WHERE DO I LOOK FOR HAZARDS?THREE LINES OF DEFENSEHOW DO I RECOGNIZE HAZARDS IN REAL TIME?WHAT IS RISK?ZERO RISKWHAT IS THE RISK?ASSESSING RISKFOUR RULES FOR REDUCING RISK
YOUR FIRST DECISIONYOUR INTERVENTION STRATEGYTHE SORRY MODELTHE POWER OF POSITIVE REINFORCEMENTGIVING POSITIVE FEEDBACKMANAGING ATTITUDEWHAT EXACTLY IS “ATTITUDE”?ATTITUDE SURVEYSTHE EXPERTS SPEAKMANAGING BEHAVIOR
THE POWER OF THE QUESTIONTYPES OF QUESTIONSA DARN GOOD QUESTIONTHE RESPONSEPUTTING DARN GOOD QUESTIONS INTO PRACTICE
THREE THINGS TO UNDERSTAND ABOUT CHANGETWO KEY STEPSTEMPLATE FOR MAKING CHANGE HAPPENEXECUTION, EXECUTION, EXECUTION!
IGNORE OR INVESTIGATE?ABOUT FAULTLEADING IN THE MOMENTTHE FUNDAMENTAL QUESTIONSTHE PROBLEM WITH SOLUTIONSFINDING BETTER SOLUTIONS
ACCOUNTABILITYDEFINING ACCOUNTABLEMANAGING ACCOUNTABILITYAPPLYING THE FIVE Ss
THE FIRST THREE QUESTIONSEIGHT RULES FOR SUGGESTIONSGOING ON THE OFFENSIVE
THE PROBLEM WITH MEETINGSBETTER SAFETY MEETINGS“ASK, DON’T TELL” SAFETY MEETINGSSTEP 1: PURPOSE FIRSTSTEP 2: CONDENSE INFORMATIONSTEP 3: MAKE THE CONNECTIONSTEP 4: ASK DARN GOOD QUESTIONSA MOMENT OF HIGH INFLUENCEBIG MEETINGS
DEMYSTIFYING CULTURETHE IMPLICATIONSYOUR SAFETY CULTURECHANGE VERSUS TRANSFORMATIONA ROADMAP FOR TRANSFORMATIONCONCLUSION
KNOWLEDGECOMPLIANCE AND CHANGETRAINING ISN’T ALWAYS THE PROBLEMTRAINING IS AN INVESTMENTWHO’S PROBLEM?A PERFORMANCE PROBLEMTHE THREE Ts OF TRAININGTHE FIRST ‘T’: TIMINGTHE SECOND ‘T’: TECHNIQUETHE THIRD ‘T’: TEACHERCREATING UNDERSTANDING
THE FUNCTION OF MEASUREMENTMETRICS AND INFORMATIONLEADING INDICATORSNEAR‐MISS REPORTSFINDING BETTER MEASURESCREATING A BALANCED SCORECARDMEASUREMENT FOR THE FRONT‐LINE SUPERVISORTHE LAST WORD
1. THE ACCOUNTABILITY DILEMMAMANAGING THE DILEMMAIDEA 1: RECOGNIZE THAT YOU ARE ON THE HORNS OF A DILEMMAIDEA 2: CALL THE DILEMMA BY ITS PROPER NAMEIDEA 3: LEAD BETTERIDEA 4: LOOK TO YOUR FOLLOWERS2. THE RISK DILEMMATHE DILEMMATHE TRUTH ABOUT CONSEQUENCESTHE RISK CONUNDRUMTHE HAZARDSMANAGING THE DILEMMA—AND THE CONUNDRUMIDEA 1: AVOID BEING TRAPPED BY ABSOLUTESIDEA 2: THINK BETTER ABOUT HAZARDS, RISKS, AND HOW TO MITIGATE CONSEQUENCES3. THE INVESTIGATION DILEMMAMANAGING THE INVESTIGATION DILEMMAIDEA 1: RECOGNIZE THIS DILEMMA WHEN YOU FACE ITIDEA 2: INDEPENDENCE HELPSIDEA 3: MAINTAIN YOUR PERSPECTIVEIDEA 4: BE PREPARED4. THE SYSTEM DILEMMAWHERE’S THE DILEMMA?THE IMPLICATIONSMANAGING THE SYSTEM DILEMMAIDEA 1: RECOGNIZE THE DILEMMAIDEA 2: THINK LIKE A PARENTIDEA 3: THINK CRITICALLY5. THE MIDDLE DILEMMATHE MIDDLE DILEMMA AND MANAGING SAFETYABOUT REALITYMANAGING THE DILEMMAIDEA 1: DON’T HIDE THE TRUTHIDEA 2: PRESENT REALITY BETTERIDEA 3: THERE IS POWER IN NETWORKING WITH PEERSIDEA 4: REMIND THOSE AT THE TOP WHAT’S AT STAKE6. THE LEADER DILEMMATHE DILEMMAMANAGING THE DILEMMATHE LAST WORD ABOUT “BEING ON THE HORNS”
UPWARD LEADINGFEELING POWERLESSCONTROL VERSUS INFLUENCECRITICAL SAFETY FACTORSSTOPPING THE JOBTHE POWER OF INFORMATIONORGANIZATION POWER IN PRACTICELEADING FROM THE MIDDLEIT’S NEVER EASY
MISTAKE NUMBER 1: FAILING TO PREPAREMANAGING OTHERS: THE GREAT CHALLENGE“THEY’LL DO JUST FINE”MISTAKE NUMBER 2: DRIVING OUT ALL FEARA GIANT LEADING THE WAYTHE PIPER MUST BE PAIDTHE REALLY PAINFUL CONSEQUENCEMISTAKE NUMBER 3: FOCUSING ON THE SHORT RUNINSTANT IMPROVEMENTTHE LONG TERMMISTAKE NUMBER 4: TRYING TO BUY A GAMECAN YOU BUY PERFORMANCE?MISTAKE NUMBER 5: CONFUSING PERCEPTION WITH REALITYMISTAKE NUMBER 6: COMMUNICATING WITHOUT A COMMON VOCABULARYWHAT’S IN A WORD?COMMUNICATING CLEARLY
WHAT IS EXECUTION?THE VALUE OF EXECUTIONTHE EXECUTION GAPPERFORMANCE VISIBILITYDRIVING EXECUTIONTHE PRINCIPLE OF HONEST DIALOGEXPLODING THE MYTHSBACK TO THE BASICS
SAFETY LEADERSHIP TOOLSLEADERS MUST LEADTOUGH CHALLENGESIT’S YOUR CHOICEMAKING A DIFFERENCE

Content preview from Alive and Well at the End of the Day, 2nd Edition

CHAPTER 4MOMENTS OF HIGH INFLUENCE

Carpe diem. [Seize the day]

—Old Latin proverb

Leading, and leading well, demands the most precious resource a leader has: time. When it comes to sending everyone home safe every day, there is no substitute for the time and attention of a leader. Time is the one resource that a leader can’t buy more of: there are only so many hours in the day. Leaders—supervisors and managers who are running the business—are some of the busiest people on the planet, with production, cost, quality, customer, reliability, business process improvement constantly competing for their time. If you’re a leader, how do you find the time it takes to lead people to work safely?

You could try the time‐management trick of finding things to stop doing. Prioritize the important things: do only them and ignore the less important stuff. It sounds like a great idea—until you put it into practice. Try not doing something that’s important to your boss, or your customers, or your followers: how long do you think it will take them to notice? If you ask them what you might stop doing, you’re more likely to come away from that conversation with even more to do. Everything you do is important to someone else.

There is an alternative, a better answer to the question, “With so much on my plate, how do I find the time to lead safety?” You already have plenty of time to lead—if you consider the time you’re already spending leading people to work safely. How much time is that? Leaders ...