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

Read now

Unlock full access

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 10MAKING CHANGE HAPPEN

Their’s not to reason why, Their’s but to do and die.

—Lord Tennyson

8:15 a.m., Tuesday Morning Staff Meeting

The department’s supervisors and specialists are gathered in the conference room, paying rapt attention to their Department Manager, sitting at the head of the conference table.

The manager begins: “I hate to be the bearer of bad news, but our leaders at headquarters have done it again. As if we’re not already overloaded with everything else that’s going on, now they’ve decided to add a new rule about how to park company vehicles. We’ll be required to back into every parking space. If that’s not bad enough, they’re telling us we have to put a magnet on the front door reminding us to walk around the vehicle before we get back in to drive a parked vehicle.

“I’m not any happier about this change than you are. Don’t ask me what they were thinking: nobody called me up to ask for my opinion before they announced the change. You know that’s how things are done around here these days.

“Any questions?”

We’ve all been on the receiving end of a new policy communicated that way; most leaders will admit at some point, they’ve made the speech to their followers. As to what happens next, it’s totally predictable: resistance. When was the last time you announced a change to a safety policy and were greeted with a resounding cheer and, “Thank you so much for looking out for our safety”?

What you are likely to hear from your followers are complaints, ...