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Culture Change

By Martin Royal There are reasons why the best organizations across industries provide executive coaching to their leaders. Coaching has been demonstrated to be one of the most effective practices in creating sustained positive changes among leaders. Coaches help executives and organizations reach goals that they may not be able to reach on their own. Coaches may help process obstacles to progress, act as accountability or thought partners, teach, give advice, and provide resources. Executive coaching has been around for three or more decades, and various specialties have emerged over the years such as healthcare executive coaching, education executive coaching, executive

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By Eduardo Lan People in organizations without a strong safety culture often believe that safety is somebody else's job. When asked who owns safety around here, they may point to the organization’s leaders or to somebody else other than themselves. In their mind, they may see their role as limited to production or construction and honestly believe that safety is the purview of the safety department or professional. This level of ownership shifts with a higher degree of safety culture maturity, where people understand that they have a role to play in the creation of a safe workplace. In such workplaces,

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By Josh Williams, Ph.D. Company leaders frequently use videos to showcase their support for ongoing safety efforts. These efforts are often well received but sometimes miss their mark. If the leader lacks empathy or seems out of touch these videos can actually do more harm than good. Here are some tips for creating executive safety videos that hit their mark: Drive your message home. Stay on message and keep reinforcing it. No other medium grabs attention like video, but you can quickly lose your audience if you lose message focus. Above all, keep it simple.Keep it short. Long videos put people to sleep.

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By Josh Williams, Ph.D. In Part 1 of this blog, active steps were addressed to reinvigorate your behavioral safety program with BBS 2.0. This included transitioning from lengthy (often pencil whipped) checklists and quotas to a more robust program focused on: Conversations over cardsPeople over paperQuality over quantityHigh leadership and employee engagementFixing problemsAdvertising improvementsShowing appreciation for involvement Setting up BBS 2.0 involves shortening and redesigning your card to promote better safety conversations and to address identified problems, involving employees in process design to increase discretionary effort, simplifying how cards are managed and analyzed (more focus on SIF potential), and creating or rebooting

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By Eduardo Lan Organizations and their leaders often work on improving safety culture and safety performance by means of tightening up safety systems and providing both technical and non-technical training. They also engage in safety coaching focused on observing and correcting unsafe behavior and conditions. Although all of this is necessary and important, it is insufficient to generate a safe workplace. Ultimately, it is people who choose to follow rules and procedures and engage in safe work. Thus, no amount of safety training, system improvements and/or behavior management will be sufficient if people don’t want to work safely. Making a Safety Connection:

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By Josh Williams, Ph. D. Is your BBS process stale? Do these symptoms of a flailing program sound familiar? Overemphasis on quotasPencil whipped formsFocus on quantity but NOT qualityOverly long checklistsNo open-ended questions on card; few meaningful comments providedNo conversations following observationsObservations only being done by a select groupWeak analyses of observation data and commentsCards going into a “black hole” with little feedback share back to employeesFew improvements based on observation feedbackLow interest from employees and supervisors If this sounds like your program, it’s time to level up with BBS 2.0. BBS 2.0 focuses on the quality of conversations with observations and making tangible

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