The keynote speaker at Monday's opening general session at 7:30 a.m. is Frans Johansson, author of “The Medici Effect,” whose presentation is called “The Click Moment: Seizing Opportunity in an Unpredictable World.”
Building a company-wide culture of health and developing an effective communications strategy are characteristic of companies with outstanding workplace health promotion programs, according to a report in the February Journal of Occupational and Environmental Medicine, official publication of the American College of Occupational and Environmental Medicine (ACOEM).
Leaders recognized for dedication to safety excellence
January 26, 2016
The National Safety Council has announced the 2016 CEOs Who “Get It,” presented annually to organizational leaders who demonstrate continued and outstanding dedication to employee safety and well-being both on and off the job.
Theodore Roosevelt once said, “People don’t care how much you know, until they know how much you care.” Contemporary research suggests that we can better influence the safety-related opinions, attitudes, and actions of others when we have a large degree of expertise and trustworthiness.
The 2015 AIHce kicked off early Monday morning in Salt Lake City with the opening keynote address given by Alison Levine, team captain of the first American women’s Everest expedition. Levine is in a unique position to discuss leadership practices. In addition to be a global adventurer, Levine has spent more than two decades climbing the corporate ladder.
Have you ever experienced a time in your life when you were having trouble coming up with an idea? Have you ever observed someone at work saying, "I can't do that" and then nothing happened, or you said, I can't do that" and find that you're stuck?
Former U.S. president Harry Truman had a rule: any letters written in anger had to sit on his desk 24 hours before they could be mailed. If at the end of the “cooling off” period, he still felt the same sentiments, he would send the letter. By the end of his life, the letters that Truman never mailed filled a large desk drawer.
Why are our most important leaders, responsible for driving improvement in performance, culture and results, often our most inexperienced, undertrained, underdeveloped and incapable? Most of us have seen the situation when the super employee becomes the supervisor without ever being taught how to be an effective leader.
Certainly the average person desires to be both liked and respected. While a gross oversimplification of behavioral sciences, we behave in a way consistent with seeking out what we desire and avoiding what we don’t. Leaders of all kinds are often put in positions to make decisions that impact the lives of others.