In these days and times, knowing what we know, with most cars buzzing or beeping until the seat belt is fastened, why on earth would anyone choose to drive or ride without the obvious and easy protection that safety belts provide?

Most employees, whatever place they occupy on the org chart, can’t make everyone else do what they want just because they said so. Even if they could, influence works much better than force.

A colleague of mine is an executive in a truly excellent company, one very explicit about its “Culture of High Performance.”

A serious movement is afoot to systematize the concept of “safety culture.” The International Labour Organization has put forward a definition of a “preventative safety and health culture,” and ISO is apparently discussing prospective prescriptive requirements for a “positive culture.”

A serious movement is afoot to systematize the concept of “safety culture.” The International Labour Organization has put forward a definition of a “preventative safety and health culture,” and ISO is apparently discussing prospective prescriptive requirements for a “positive culture.”

During my career I have had the privilege of working with a number of extraordinarily talented individuals.

Reality often does not match intent when it comes to performance appraisals.