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 14SAFETY MEETINGS WORTH HAVING

No sinner is ever saved after the first twenty minutes of a sermon.

—Mark Twain

When was the last time you went to a really good safety meeting, the kind you and everyone else in the room found worth their time to attend? Or are your safety meetings more like this one?

7:45 a.m. Friday morning: Monthly Department Safety Meeting

Fifteen minutes into the department’s safety meeting, it’s the manager’s turn to present the “safety topic of the month”—talking points coming straight from HQ. The only consolation: the audience has already mentally deserted the room, the predictable effect of opening the meeting with the dreaded review of the safety statistics—known by all as “Death by PowerPoint.”

Not that the leader could blame anyone: she hadn’t been paying much attention, either. “Why do we go through with this charade,” she asks herself, “month after month, year after year? There’s not a person in the room who wouldn’t rather be out on the job, doing something productive. Including me.” As she thumbs through the material about to be presented, “And what were they thinking when they told us we had to present this in a safety meeting? It’s a complete waste of time.”

Twenty minutes later, the attendance sheet was passed around. All participants signed, indicating they were present in the meeting.

Safety meetings have a noble purpose: helping followers do their jobs safely. But too often, these weekly, monthly, or quarterly safety gatherings ...