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 11UNDERSTANDING WHAT WENT WRONG

I learned something out there today. I’m just not sure what it was.

—John McEnroe

Every day, things don’t go exactly as planned. Equipment breaks down; production gets delayed; schedules aren’t met; work costs more than was budgeted; customers call with complaints. The high level of activity going on in operations, plus the probability of human error and equipment failure, make the likelihood of encountering problems high. Thought of in that light, it’s amazing there aren’t even more problems for a leader to face.

Sometimes the problems involve safety. Here’s one example.

7:15 a.m., Toolbox Safety Meeting

The supervisor is in the final stretch of his morning meeting: “OK. Anything else to share on the safety front?”

Jim, a crew member, volunteers a “safety moment.” “Hate to admit this, but I had a little near miss yesterday. I borrowed one of the bikes to pick up some product samples from the lab. Coming back to our building, I rode off the edge of the sidewalk. It’s pretty narrow there, and there isn’t a guardrail. I’d recommend in the future being extra careful when riding there.”

The supervisor’s first interest is with Jim’s safety: “Jim, thanks for sharing that incident. At some point, just about every one of us has had an accident with a bike. Are you OK?”

Jim smiles ruefully. “Oh, yeah. No problem with me, but the samples spilled out in the mud. And the tire went flat when I went off the edge. I had to borrow the other bike ...