All effective leaders desire an engaged culture and place that as an indicator of progress toward cultural enhancement in all areas of the business, not just safety.
I've never seen a "blame the worker" mindset create high-level safety performance--especially with repeating problems.
No certified inspector ever performed an internal inspection of the failed vessel during the six years it was in use, according to CSB's video.
It's critical that strategic leaders bridge, not create nor perpetuate, the initially apparent gulf between older and younger workers.
The NFPA report confirms the predicted 30 percent reduction since 2003 in deaths attributed to smoking-materials fires.
You've got to fix the bones of a house before finishing carpentry and cosmetics.
It is critical not to separate out a single level of leadership for development opportunities.
Practical training for supervisors and managers should both inspire and provide them with tangible skills for making real change occur.
"We hit a sweet spot. We'll be here for the long haul," Honeywell Life Safety President Mark Levy said Sept. 18.
Great leaders choose an improvement direction after it is clear to them and those who support it precisely where they are going.
I've seen many companies accomplish a lot and then get stuck in place patting themselves on their own backs.
Safety is notoriously focused on what not to do with increasing rules and a heavier emphasis on progressive discipline than progressive recognition.
"With one small exception, our decision today brings to an end much of the permanent warfare surrounding the HOS rules."
Begin by scoping out what actually works. Appearances can be deceiving.
FDA will be working with EPA to facilitate the development of an organic treatment that would kill Salmonella and other harmful organisms.
It is possible to successfully work your process and be working on the wrong things.
I've found that Ethos, however well-intentioned, has limited appeal to those who are caught in ferociously competitive pressures, who feel they have to do whatever they must to survive.
Assessing the current culture and systems without a strategy or destination in mind is to perpetuate program-of-the-month experiences and effort-for-the-sake-of-effort thinking.
Bemoaning what's happened is a waste of energy, but what's even worse is continuing to stay stuck in mindsets that have topped out.
A successful process needs a team representing the interests of the population to make the important decisions of improving process and safety.