This program focuses
on Safety Leadership and Integration as two key requisites to achieving
World-Class Safety Performance. This
session builds a progressive four level step change model which identifies the
leadership values, predominant management beliefs, and prevailing organizational
characteristics which dominate each performance level
(SWAMP – NORM – EXCELLENCE – WORLD-CLASS). The session engages
participants in an assessment of organizational characteristics, which
identifies their organization’s current positioning in the Revolution of
Safety Excellence, and highlights those areas presenting greatest opportunity
for moving towards excellence. This
presentation is based on the national award winning (ASSE Best Paper
Competition) Professional Safety cover
article entitled: “Safety Management: A Call for (R)evolution."
ROC Your Organization…to Safety Excellence!
Note: This presentation is based on Larry’s book “ROC Your Organization: Fifty-Two Ways to Instigate Radical Organizational Change for Safety Excellence”—available in hard copy, Compact Disc and Action Card Deck.
This performance improvement program addresses the core element of operational excellence—CHANGE and its two critical realities: 1) Excellence (success) requires change, and 2) Change for the better, (a/k/a success), must be caused. In a recent Fast Company magazine article, former Secretary of Labor, Robert Reich emphasized this critical challenge to American business managers: ”We can no longer accept change agents, we must demand change insurgents.” His advice, although valid, is not all that new. W. Edwards Deming brought this same message to the attention of American management two decades ago, with his observation: “Ninety-five percent of change efforts, result in no change!” Today the challenge remains…at least 95% of it!
“ROC Your Organization” explores the ‘case for change in safety’, and calls for ‘radical change’ (‘different’— not adversarial), in what and how we do safety in our organizations. Participants complete a “Safety Excellence Mindset” quiz, to profile the organization’s current beliefs about safety effectiveness, and are provided with an overview of traditional strategy, and its impact on results (incident rates and loss costs) over the past 30 years. The session proceeds to examine the growing body of evidence from NIOSH, NSC researchers, Government Agencies, Casualty Insurer loss studies, and observations from private consulting firms, which indicate that safety programs, although necessary, are not sufficient to minimize loss. More is needed—excellence in management is required!
This session constructs a "Safety Excellence Continuum" model which visualizes the multiple strategies requisite to excellence performance, and which identifies the headwater issues of excellence organizations. A workshop
entitled “Watch That First Step!” underscores the need for a strategic approach to safety; an approach founded upon; Values, Vision, Mission and ‘VIP’ Leadership (Visible, Involved and Participative). This exercise enables participants to identify their current position on the Safety Excellence Continuum, and allows them to ‘take aim’ at the most productive change targets within their organizations.
In “First Break All The Rules”, Marcus Buckingham makes a convincing case that excellence isn’t the opposite of mediocrity; excellence is different. Excellent companies have two defining characteristics: 1) they get different (better) results, and 2) they do different (better) things. They confirm the performance success equation; ‘Success = CEO’…(Change Everything Often!)…Or as Peter Drucker has
said: "We must be prepared to abandon everything.”
With the case for change established, the balance of this program presents a series of ‘ROC’s -- ideas, suggestions, and action change initiatives that Safety Directors, Project Committees, and Management Steering Teams can employ to move their organizations upward along the Safety Excellence Continuum. The program concludes with an exercise entitled: “Lets ROC”, which challenges participants to identify and detail the specific ROC’s (Radical Organizational Changes) necessary for their organization to achieve safety excellence. And, remember…in the war against mediocrity,
-- "it’s shaken, not stirred”!
This presentation is
based on Professional Safety magazine’s
cover article of the same name, and challenges business managers and safety
practitioners to embrace change, and challenge the traditional safety myths
which have gone unquestioned over time and, now stand as barriers to achieving
safety excellence in most organizations. As Will Rogers once said: “The biggest impediments to
success are what we know that ain’t so.”
This presentation exposes the conventional “wizdumb” of safety and
identifies twelve common “myth-conceptions” (what ain’t so) which impede
safety performance. These
conventional wizdumbs are then replaced with the uncommon logic of
organizational safety success. Is
your organization due for a Re-braining
This program starts
out by putting participants to the test…a Safety Management Biz-Quiz that
baselines the organization’s current understanding of business economics and
safety’s relevance to the four strategic elements of business success—Mission,
Methods, Metrics and Margin. This
insightful opening exercise typically reveals that: we have a lot to learn!
The program then
explores these four elements, starting with mission.
A group exercise exposes the wide variety of interpretation that commonly
exists in an organization regarding the mission of the safety function.
Sorry, but an effective safety process isn’t about preventing accidents…this
session helps participants discover the higher purpose of safety in an
organization.
Next, the program
examines Methods—a/k/a safety strategy. Contrary to common belief, strategy isn’t about time,
i.e. long term planning. Strategy
is all about direction. Strategy
deals with what an organization must do differently or change significantly in
order to achieve improved results. This
session employs a discovery exercise in which participants identify systemic
deficiencies as the most common cause(s) of workplace accidents, underscoring
the need to shift away from employee focused strategies (attitudes and
behaviors), and toward leadership values, organizational structure, and
management practice as the more productive safety strategies of excellence.
The session then
examines the effect of measurement and metrics on organizational safety
performance. Industry experts agree
-- that the use of outcome measures, (Incident rates and injury costs) is
reactive and offers little value in improving safety performance.
This session identifies the need for proactive measurement and constructs
a four-tier measurement model that vertically integrates and aligns safety
measures in an organization. Participants
develop a metrics dashboard that spans all levels of an organization and those
combines predictive measures, leading indicators, lagging metrics and financial
outcomes into a meaningful performance scorecard.
Last and most
importantly, the session examines safety’s relevance and economic contribution
to the bottom line…Margin! Guided
by Peter Drucker’s insight concerning management’s #1 business
responsibility, this session focuses managers on the true financial target of
success. The session also addresses
the often-confused difference between costs and expenses in accident prevention.
The session concludes by taking participants on a journey from top line
to bottom line using an industry specific P&L statement to visualize how the
magic of the multiple, (PE ratio), turns dollars saved from effective loss
prevention and injury management into significant new value for an organization.
This presentation
explores the powerful force positive mental attitude plays in moving an
organization toward its desired goals. It emphasizes the importance of Empowering Leadership as a
necessary attribute to achieving excellence in safety…and most anything else!
It has been said that: “What we think about, we bring about”.
This session is designed not to only entice managers to think about
safety excellence, but also to recognize and calculate (yes, in hard numbers
folks) the impact that positive, forward focused attitudes and empowering
leadership practices have on creating superior results.
An empowering leadership self-assessment aids participants in identifying
personal and organizational leadership traits which currently contribute to
their success or which pose opportunities to change for the better. Buckle up!
This session takes you in the fast lane to safety excellence!
This presentation
emphasizes that Peak Performance in safety (or any other measure of business
performance for that matter) is not an outcome produced by smoke, mirrors,
gimmicks or other magical slight of hand (sometimes referred to as safety programs’), but rather the
result of well designed, efficiently implemented, managed and effectively led
processes. This session explores
the twelve key principles of organizational Leadership, which energize employees
and optimize safe performance in an organization. The conclusion of this presentation reveals the Magician’s
Secret--the underutilized yet highly effective key to high performance safety
results. (I’d tell you here, but
then I’d have to bill you!)
This program
identifies the need to integrate safety into the business process and addresses
the critical linkage between three key operational elements requisite to success
in today’s business environment: Change – Safety – and… Leadership.
This session targets a manager’s #1 responsibility (as revealed by
management guru Peter Drucker) Hint: The ”P”-word, and builds a clear
understanding of how safe operations optimize organizational performance and
contribute to bottom line results. This
presentation engages participants in an organizational self-assessment, which
identifies those safety and productivity issues offering opportunities for
greater results.
The excellence
question isn’t What do you think, but rather: How do you think about safety!
Excellence companies, (the best) differ from their peers, (the rest) in
two very distinct ways. First, they
achieve significantly better results, and second, they do different things!
These companies recognize that safety excellence isn’t the opposite of
mediocrity, (more of the same); they understand that excellence is different!
This presentation explores the Excellence Mindset…the differences in
how excellence companies think, and what they do, to achieve superior results.
The program begins with a safety management Wiz-Quiz…twelve focused
questions designed to baseline current beliefs about safety effectiveness, and
identify the level of safety “wizdumb” (wrong headed thinking impeding
progress in the right direction) that may exist in an organization.
To achieve excellence, an organization must confront what Karl Albrecht
has labeled; The Law of Collective Dumbing; and achieve Fourth Level Thinking;
an organizational mind-set, which challenges the prevailing “myth-conceptions”
of safety: what we know that just ain’t
so! This session explores
twelve safety “wizdumbs” that commonly impede organizations from attaining
excellence. In addition to these
issues, participants are challenged to identify the unique “wizdumbs” that
exist in their organizations and which are prime targets for mindset change.
Is your organization a ‘Wiz’ when it comes to safety…put it to the
test and find out?
This two-day
Performance Leadership seminar is designed for line and staff managers
challenged with producing improved safety and loss management results for their
organization. The program employs
analogies from well-known quest adventure films, to guide participants through a
ten (10) segment innovative, team-based, competitive, and cumulatively scored,
Quest for Safety Excellence in their organization.
The experiential (learn by doing) nature of the seminar, introduces
participants to performance leadership concepts, and engages them in identifying
and assessing organizational issues currently impeding success.
It promotes team building, breaks down functional barriers, challenges
problem-solving skills, fosters improved communications, and ultimately unites
the groups in the creation of a Safety Process Improvement Plan designed to
overcome identified barrier and lead to Safety Excellence.
Not until the very end of the program does the highest scoring team
emerges to claim victory and be recognized as winners of the competition and
leaders of the organization’s go forward Quest for Safety Excellence.
Excellence, World
Class, Best of Class—nice distinctions …but, Who sez and, what do they
really mean? What are the
criteria of Safety Excellence? What
elements comprise an Excellence Culture’?
How do we measure Safety Excellence in an organization and, most
importantly, how do we know when we are one?
This presentation, supported by best practice citations and findings from
prominent research provides an answer to these questions. The literature is clear on one very important issue:
excellence is definable by two parameters: 1) Process (What you do) The Best
Companies do different things than the rest, and 2) Results—(What you achieve)
Excellence companies out perform their peers…by multiples! This program identifies the common myth-conceptions of
traditional safety, (the five major assumptions that impede excellence) and
builds a Safety Culture Model based on the seven organizational elements of
excellence. Each element is
explored to define its role and visibly identify its critical linkage to other
elements of the model. If you’re
interested in knowing how your organization stacks up against these, or want to
establish a benchmark for step change improvement in those issues that truly
drive excellence, an on-site assessment, (thirty probing questions) can be
conducted in conjunction with this program to make the message up close and
personal. “Hey, he’s talking
about us!” Important issues
covered in this presentation include:
-
The single
greatest ‘myth-conception’
impeding excellence in most organizations.
-
The five
assumptions that perpetuate mediocrity.
-
NIOSH findings
that confirm what really drives safety performance.
(Hint—it’s not a safety program!)
-
The NIOSH Safety
Performance model, which clearly shows why most condition/compliance based
safety programs, miss the mark.
-
The one critical
responsibility that senior executives of world-class organizations
(including DuPont) adamantly refuse to relinquish to their safety officers.
-
The Five Strategies of Excellence that ultimately drive employee
performance to be Safe Vs Unsafe and
-
The Origin of Safety Excellence, the head water issues of safety common to
all organizations.
Safety Excellence is
achieved when an organization performs ‘100% Safe’… (90/10) or better.
Take this test to determine your score. “Wanna phone a friend?”
A question
frequently raised in progressive organizations is: “How do we attain the next
level of safety excellence?” John
Drebinger insightfully provides the answer: “You attain the next level of
excellence by changing who you are.” The common response is: “How do you change who
you are?” And that answer is
equally insightful: “You change
who you are by changing what you do!” To
achieve excellence, one must be willing to change…what they do, and how they
do it. The key to excellence is leadership and the key to leadership
is different behavior (than managing), or as Peter Senge says:
“You can’t manage yourself out of problems you behave yourself into.”
This presentation explores the eight leadership practices of high
performance organizations…the leadership behaviors that tap employee
discretionary performance and generate results better that the rest.
Leaders at any level of an organization can use these eight practices, as
leadership is an act, not a position. This
session engages participants in a workshop, which defines a common set of high
performance values. The session
targets three critical leadership issues; communication, reinforcement, and
motivation. It identifies the need
to eliminate the MUM Factor, which impedes upward flow of information in an
organization, and emphasizes the need to P.O.U.R it on, when it comes to
positive reinforcement of desired work practices. The session closes with a discussion of motivation, which
includes an overview of the three financial laws that influence employee
motivation and performance.
This presentation
explores personal responsibility as a critical issue in achieving safety
excellence in an organization. It emphasizes that excellence, in any endeavor,
can not be attained with out the consent and will of the people.
This program identifies the less than stellar results generated by
traditional safety programs which force feed policy, procedure, and rules in an
attempt to create awareness and change safety attitudes.
The session discusses power as the real driver of safe performance in an
organization, and differentiates between power of position, (authority) which is
normally resisted, and power of influence (values based) which is seldom
effectively used. The session
targets leadership as a key driver of safety excellence and emphasizes that
leadership is a function, (available to all), not a position (reserved for an
elite few). To attain excellence, leadership must exist at all levels of an
organization. The program
encourages participants to assume a leadership role in safety and presents six
tests of character, which determine personal responsibility for excellence. This presentation summarizes with a passage from the oriental
book of the I-Chang: “Difficulties
and obstructions throw a man back upon himself.
The inferior man seeks to put the blame on other persons, bewailing his
own fate. The superior man seeks
the error within himself and looks for the opportunity of inner-enrichment and
education.” The session concludes
with a challenge to participants to step up to the tests of personal
responsibility and to share the lead on the journey to safety excellence.
This session is for: The Few…The
Proud…You?
This facilitated
workshop is designed to assist organizations in determining those basic
principles and attributes of excellence which when committed to and followed
without compromise will lead them to safety excellence.
CAUTION—Beware of
those who sell quick fixes and exotic elixirs! There is no right way, or wrong way to achieve excellence—there
is only YOUR WAY! This session is
designed to provide a pathway to excellence suitable to you!
The presentation
identifies a Safety Excellence Model and explores its seven critical components.
A workshop engages participants in identifying attributes of excellence
in these areas, which will lead to safety excellence.
The group is encouraged by sharing core values and basic safety
principles of recognized world-class organizations including —DuPont; Enron;
Duke Power; and Hoechst Celanese…all leaders in their industries.
This session concludes with a self- assessment of “Twenty Five
Attributes of Safety Excellence” common to Excellence Companies.
NOTE- This session compliments “Who Wants To Be An Excellence Company”
as it builds upon the Safety Excellence theme and has as its deliverable a
ratable test of the organizations current attributes of excellence.
This presentation
progressively builds a business process model and identifies the four critical
factors, which in composite generate peak performance.
The session emphasizes that peak safety performance can not be achieved
without effective leadership of the 4th factor—people!
The session uses the analogy of a traffic light to visualize that the
signs and signals of relationship strength can be observed, quantified, and
hence managed in an organization. The
program examines how management values and people practices forge workplace
relationships, which control the outputs and end results.
Participants engage in a Watch the Signals exercise which identifies the
level of perceived resistance impacting relationships in their organization -
Red (High)-Yellow (moderate) - Green (Low).
This session concludes with a participant breakout session which examines
performance issues and develops recommended strategies for improving workplace
relationships currently impeded by: organization, process or culture factors.
The end result is a blueprint for improved human relations, which
supports a high performance safety plan.
The bad news is; the
barriers to safety excellence are, in deed, all in our heads!
The good news is: So are all the answers!
As Pogo once said: “We
have met the enemy, and it is us!”
Most all the reasons that traditional safety programs under perform are
due to how we think they ought to work i.e. what we do and who does what.
We are victims of our own flawed assumptions.
The CEO of a now defunct computer giant once said: “Our plan was
perfect in every detail…only our assumptions were wrong.” This presentation identifies the twelve wrong assumptions
about safety programs that impede safety success.
These entrenched “myth-conceptions” (the dirty dozen) have evolved to
become the greatest barriers to safety excellence. This presentation exposes these myths and replaces each with
the harsh truth of reality. The
session also identifies the six personal characteristics necessary to lead the
change from safety as a program, to safety as a process i.e. safe as how you do
the business you do, not a meeting every second Tuesday of the month, needed or
not! If your organization needs a
leg up over these high hurdles, this session is for you.
...a/k/a How Good
Managers Enable Ordinary People to Achieve Excellence Results
This session
addresses the dirty little secret of organizational (safety) success: How
managers manage directly impacts how employees perform…including safe Vs
unsafe. This presentation is based
on the vast body of research, including most recent findings that identify and
empirically validate those management practices, which generate peak employee
performance and produce greater organizational results…including safety
results! The session explores the
beliefs (Whatdo) and, actual day to day practices (Howdo) of High Performance
Managers… (managers who produce the best results). The session discusses the contra-wisdom, and uncommon logic
these managers employ to avoid the pitfalls and GAPs (Generally Accepted
Practices) of conventional management wizdumb.
This session identifies the five keys and twelve manager practices of
excellence—those core beliefs and behaviors that link employee performance
with peak organizational results. Do
you rate with the best, or rank with the rest?
This program
explores twelve major organizational obstacles and management mindsets, which
drive loss costs and impede operations from attaining safety excellence…impediments
founded in:
-
Principles—What
they believe.
-
Process—What
they design/create
-
Policy—What
they say (and don’t say)…and
-
Practices—What
they do (and don’t do)…about safety!
Each of these twelve
obstacles to excellence are explored, and in turn, rated by participants to
quantify the degree to which they currently exist in their organizations and are
impeding greater results. Individual ratings are then combined to create a consensus
which helps target and prioritize issues which need be addressed with action
plans to jump start the organization’s excellence process.
This presentation, in part, is based on the Occupational Hazards Magazine
Sept. – Oct. 2000 two-part cover series entitled: What’s Your Organization’s
Loss Management IQ? How does your
organization rate on these twelve impediments to excellence? …You‘ll have to
make it through this obstacle course to find out!
This presentation
addresses the two core issues of Safety Excellence…
The program starts
out by identifying the key attributes of Safety Excellence organizations, and
discusses the critical change requisite to achieving the next level of
excellence in an organization.
The session then
explores the twelve reasons why most organizations fail to achieve safety
excellence in their process and results. Through
workshops and exercises, participants learn to recognize the not so subtle
differences between Safety (what most companies do) and Safety Excellence (the
secrets of the few). As the twelve reasons for failure are discussed
participants collaborate in the development of an objective assessment that
quantifies perceptions and issues currently impacting safety performance.
The result is a consensus profile of the organization that identifies its
positioning along a Safety Excellence Continuum.
The deliverable of
this program is greater participant understanding of what Safety Excellence is,
(criteria and measures)…and an objective profile (performance map) that
provides insight on what issues, and target opportunities must be pursued in the
organization’s quest for Safety Excellence.
Bottom
line -
Excellence is not the opposite of mediocrity… Excellence is different!
This session
identifies the Why…What… and How to achieve World-Class Safety Excellence.
Where am I?… How’d
I get here?… Where am I headed?
These three
questions are answered in this presentation on the evolution of workplace
safety. This program takes participants on an historical journey back
in time, values, costs, social morality, and business practices, for three very
important reasons, to allow today’s managers:
1.) To better understand past
issues and their impact on present challenges,
2.) To appreciate the heritage
and efforts of their predecessors, and
3.) To assure that those carrying the
safety mission forward fully value from past lessons, as: ”Those who fail to
learn from the past are destined to repeat it.”
Dr. Morris Massey, social psychologist, has helped us
understand that: “Who we are now, is what we were when”.
In other words, our past growth periods and life experiences shape our
individual values of today. This
program tracks the evolution of safety---principles, social values, business
climate, labor perspectives and regulatory environment, from the late 1800’s
to present day. Specific strategy
periods, influenced by the issues and events of the times, are identified, and
our nation’s incident rates are tracked through these periods, exposing the
good, and oops! not so good decisions of the times- - hey, no ones perfect!
This presentation is interesting and of high value in framing the big
picture, putting safety issues in time perspective, and helping managers
recognize the need to continue evolving safety strategies to track with current
and future challenges.
This session
identifies the limitations of conventional safety strategy in delivering more
than mediocre results. The lifecycle of traditional strategies is profiled
exposing their reactive and complacent characteristics.
This session
identifies what world-class safety organizations know, but won’t tell you!
The ten principles of safety excellence…exposed at last!
This session
identifies the new challenges that managers, including safety managers face in
the New Millennium, and discusses the critical leadership and management skills
requisite for success in this new business world.
This presentation
explores the powerful impact that Organizational Culture has on people and
performance in an organization, and how a positive safety culture can be
harnessed to improve safety results.
The road to safety
excellence isn’t without blind turns, dead-ends, and unexpected roadblocks.
Those who succeed in this journey, are those who skillfully maneuver
these obstacles, and avoid these detours to progress.
The excellence journey isn’t about What you think, but rather, How you
think about safety! Excellence
companies, (the best) differ from their peers, (the rest) in two very distinct
ways. First, they achieve far superior results, and second, they
take significantly different routes! High
performance companies follow a different roadmap; they recognize that safety
excellence isn’t the opposite of mediocrity, (going faster in the wrong
direction); they understand that excellence is different (taking an alternate
route)! This presentation explores
how excellence companies avoid the detours (wrong headed thinking that impedes
progress in the right direction), and overcome the roadblocks posed by Fourth
Level Thinking, (the prevailing myth-conceptions of safety).
This session explores ten detours of traditional mindset that commonly
impede organizations from reaching their excellence destination.
Has your organization taken a detour down Mediocrity Lane in its safety
journey? Come to this session to
map out a new direction for excellence.
This session
discusses Archimedes’ Principle of the lever and by analogy shows how the
concepts of leverage and mechanical advantage may be applied in moving an
organization toward safety excellence.
This presentation
exposes and explores the many long-standing, unquestioned ‘myth-conceptions’
(lies) concerning traditional safety which impede organizations from attaining
Safety Excellence.
This session
addresses the necessity and opportunities for making safety an integral part of
the core processes of a business operation.
Explores the duel
performance management strategies necessary to effectively manage the delicate
balance between what companies want (high performance) and what productive
employees need (identity and job satisfaction).
The practice of
human psychology has determined that individuals have two distinctive thinking
patterns, commonly referred to as ‘Left Brain’ and ‘Right Brain’.
Those who are left brained are said to think in linear, logical, and
analytical ways. And, those with
right brain tendencies are more intuitive, instinctive, and creative…some
times referred to as out of the box and different.
Paul McCartney once observed: “I
used to think that people doing weird things were weird people.”
Today we know them by very different names, such as; innovators,
entrepreneurs, leaders and millionaires!
It follows that if individuals have predominant thinking styles, so to
then do organizations, groups of people with common goals and shared mission.
This is sometimes called culture. In
safety, high performance companies achieve a safety culture by recognizing that
excellence isn’t the opposite of mediocrity, excellence is different.
Excellence companies are ‘brained right’ for safety excellence…they
think and do different things to achieve better results.
This presentation explores the Right Brained mindset of excellence.
The program begins with a Braindrain, twelve questions designed to
surface current beliefs, and identify conventional safety ‘wizdumbs’ (wrong
headed thinking impeding progress in the right direction) that may exist in an
organization. The session explores
these ‘wizdumbs’ challenging participants to re-think safety, i.e., strain
their brain for different strategies. As
one operations manager concluded upon completing this mindbender: “ Hey, I’m
not stupid, I’m just hard of thinking”. Participants are ultimately challenged to identify the unique
‘wizdumbs’ that may be impeding results in their own organizations.
Is your organization brained right for safety excellence?
Put it to the test and find out.
|
