Thought Leadership

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Many private and public organizations publicize significant accomplishment of downstream safety measures, such as the reduction of injury rates. I am not fond of this recognition, but I do acknowledge that celebrating “an adequate number of injuries” seems to be a current weakness of our profession.

Whether you work in Aviation, Mining or the Zoo Industry, the EHS Department is often caught in the middle between the C-Suite and everybody else in the company.

Everyone is a blend of all four personality types—dominance, influence, steadiness and consciousness. There is not right or wrong; most people tend to exhibit one or two styles.

The biggest thing preventing our safety cultures, performance and progress is the mindset of our leaders. Safety will never trickle up in an organization, never!

Disciplining employees for violating safety and health rules is a critical component of any good safety and health program. OSHA's recent policy on employee discipline for violating safety and health rules undercuts the use of such discipline and encourages employees to consider possible claims for retaliation.

When OSHA released its Spring Regulatory Agenda, the Injury/Illness Prevention Program had been moved to Long Term Action. In the immediately previous regulatory agenda, I2P2 had been on the proposed rule schedule for September 2014.

Since childhood, we have all been raised by the Golden Rule: “Do unto others as you would have them do unto you.” Many would cite this ethical code as one of their aspirations by which to live, both personally and professionally.

Somewhere posted in Facebook or in an article I read, I bumped into a story about a technique comedian Jerry Seinfeld uses to make sure he keeps writing new material.  Seinfeld shared early in his career, he realized the importance of consistent action.

I’ve been fortunate enough to have consulted, coached, and spoken for thousands of leaders across the globe.  And I feel strongly that every leader who is credible, fair, and cares about his workers can push their performance to an entirely new level – particularly if these three traits are used as their primary base of influence. 

I just spoke at a site where they haven’t had a lost-time injury in seven years. I shared with my audience a safety hazard shows up at sites like theirs that sites with many injuries don’t experience. That hazard? Complacency!