Heading into 2013, I am askingISHNreaders (there are 71,000 of you out there across the U.S.) for input on issues ofleadership and organizational culture.

Please email me direct, Dave Johnson, Editor, ISHN at johnsond@bnpmedia.com . Or call 610-666-0261.

You certainly do not have to respond to every question below. Pick and choose one or more. Your responses can be one paragraph or one article (800-1200 words). 

You can also become an ISHN guest blogger, writing on one or more of the topics below. ISHN blogs are 200-500w.

We will run your supplied bio info and contact if you wish. We can cross-link to site of your choice.

If you want to respond but remain anonymous, that’s fine.

We have no hard deadlines for responses. We would like to hear from you by December 31. If you want to write an article or blog that will require time, let me know your intent. I’ll work out deadlines author by author.

Here are the topics:

1.       “Every CEO needs a coach.” This is the title of a recent Psychology Today article. What’s your opinion.? Does every CEO need safety and health coaching? If so, what don’t CEOs get? Should safety coaching of executives come from the in-house safety and health department, or outside consultants?

2.       “Most Executive Training is Done all Wrong.” This is the title of a recent article from Forbes. The author says the real problem is: failure to act on what has been learned. What can safety and health pros do to “train” execs in safety properly and ensure they take necessary actions on safety?

3.       In your years as an EHS pro working with top organization leadership, has the nature, personality, skill set of top execs changed? More empathy? More emotional intelligence? A new generation of execs is in the process of replacing retiring baby boomer bosses. Do you see generational differences in attitude, style, priorities, particularly as relating to safety and health? Will the next generation of business leaders make safety an easier “sell” for EHS pros?

4.       According to a survey by Right Management of the ManPower Group, only half of 500+ major organizations surveyed consider the managing of in-house talent a priority (recruiting, assessments, career training and educational development, employee retention strategies, leadership skills building, etc.). In numerous firms there is zero interest. This flies in the face of what it takes (one element) to build a culture. This survey seems a damning description of leaders uninterested in engaging employees and sustaining a talent stream. Your thoughts from the safety and health perspective?

5.       Churning and burning at the top: As you know, the life expectancy of top execs must be near an all-tine low. Many ISHN readers deal with new bosses every few years now. As a safety and health manager - How do you sustain a culture with such turnover at the top? How can safety and health people make the best of constant change?

6.       One last one: Building a culture in unpredictable times. Entering 2013, the business press is filled with stories about companies taking it very slowly and cautiously, spending less, grinding down on costs, because there are just so many variable they do not know how will play out. The Financial Cliff. Impact of healthcare reform. Uncertain future tax policies. Global growth slowing down in key countries such as China and India. Then you have the unforeseen calamities: hurricanes, wicked, wild and unpredictable weather that can cause crises; oil and gas industry explosions; incidents / accidents that cause serious injuries (permanently disabling) and fatalities remain stubbornly high for many large corps. As a safety and health leader, how do you best deal and make progress in safety when your organization’s leadership minds are cautious and fearful?

ALSO – Email me about EHS topics you want to see ISHN cover in 2013.