Alive and Well at the End of the Day: The Supervisor's Guide to Managing Safety in Operations

Description

Alive and Well at the End of the Day Practical book showing professionals the “what to dos” and “how to dos” for effective safety leadership The Second Edition of Alive and Well at the End of the Day provides industrial leaders in operations with practical solutions to the tough safety leadership challenges they must manage. The book describes in detail the nature of those challenges (what makes them that tough) and offers proven best practices to successfully deal with them. The practices described in the book come from the author’s first-hand observation of leaders in operations who were successful in leading and managing safety performance. These best practices are defined and described in detail, allowing the reader to immediately and successfully put them into practice. In addition to providing “what to do” and “how to do that” for effective safety leadership, the book also explains “how it works” and “why to do it that way.” By taking this approach, the book provides deeper insight and understanding in addition to effective practices. The book’s contents are organized in a way that allows the reader the ability to match up chapters with specific challenges they are facing. In Alive and Well at the End of the Day, readers can expect to find discussion on: The practice of leadership, Moments of High Influence, Managing By Walking Around, and following all the rules, all the time Recognizing hazards and managing risk, behavior, consequences, and attitude, the power of good questions, and making change happen Managing accountability, safety meetings worth having, managing safety suggestions, creating the culture you want, and investing in training Understanding what went wrong, measuring safety performance, managing safety dilemmas, leading from the middle, and common mistakes managers make Leaders in industrial operations responsible for leading and managing safety performance, from CEOs to frontline leaders, can use Alive and Well at the End of the Day, in conjunction with the included study guide, to understand and implement a powerful process to improve the supervisor’s practice of safety leadership. COVER TITLE PAGE COPYRIGHT PAGE CONTENTS INTRODUCTION ACKNOWLEDGMENTS ABOUT THE AUTHOR CHAPTER 1 THE LEADERSHIP CHALLENGE CALLING ALL LEADERS THE SAFETY LEADERSHIP CHALLENGE LEADERS MUST LEAD! THE FRONT-LINE SUPERVISOR READING THE BOOK THE CASE FOR SAFETY JUST IN CASE CHAPTER 2 THE CASE FOR SAFETY TAKE TWO: FROM THE TOP TAKE TWO: FROM THE MIDDLE YOU’RE RESPONSIBLE THE CASE FOR SAFETY CHAPTER 3 THE PRACTICE OF LEADERSHIP A DAY IN THE LIFE LEADING VERSUS MANAGING WORDS AND ACTIONS LEADING BY EXAMPLE USING WORDS THE PRACTICE OF LEADERSHIP CHAPTER 4 MOMENTS OF HIGH INFLUENCE MOMENTS OF HIGH INFLUENCE MISSING THE MOMENT MOMENTS HAPPEN ALL THE TIME CARPE DIEM CHAPTER 5 MANAGING BY WALKING AROUND ON BEING SEEN THE VALUE OF OBSERVING MANAGING BY WALKING AROUND CALCULATION THE OBSERVATION STEP ANALYZING THE DETAILS THE LAST WORD CHAPTER 6 FOLLOWING ALL THE RULES … ALL THE TIME ABOUT THE RULES NON-COMPLIANCE FOUR FUNDAMENTAL REASONS REASON 1: FOLLOWERS DON’T UNDERSTAND THE RULES 2: FOLLOWERS DON’T REMEMBER THE RULES 3: FOLLOWERS FAIL TO RECOGNIZE WHEN THE RULES APPLY 4: FOLLOWERS DON’T CHOOSE TO FOLLOW THE RULES IMPROVING COMPLIANCE CHAPTER 7 RECOGNIZING HAZARDS AND MANAGING RISK WHAT IS A HAZARD? WHERE DO I LOOK FOR HAZARDS? THREE LINES OF DEFENSE HOW DO I RECOGNIZE HAZARDS IN REAL TIME? WHAT IS RISK? ZERO RISK WHAT IS THE RISK? ASSESSING RISK FOUR RULES FOR REDUCING RISK CHAPTER 8 BEHAVIOR, CONSEQUENCES—AND ATTITUDE! YOUR FIRST DECISION YOUR INTERVENTION STRATEGY THE SORRY MODEL THE POWER OF POSITIVE REINFORCEMENT GIVING POSITIVE FEEDBACK MANAGING ATTITUDE WHAT EXACTLY IS “ATTITUDE”? ATTITUDE SURVEYS THE EXPERTS SPEAK MANAGING BEHAVIOR CHAPTER 9 THE POWER OF QUESTIONS THE POWER OF THE QUESTION TYPES OF QUESTIONS A DARN GOOD QUESTION THE RESPONSE PUTTING DARN GOOD QUESTIONS INTO PRACTICE CHAPTER 10 MAKING CHANGE HAPPEN THREE THINGS TO UNDERSTAND ABOUT CHANGE TWO KEY STEPS TEMPLATE FOR MAKING CHANGE HAPPEN EXECUTION, EXECUTION, EXECUTION! CHAPTER 11 UNDERSTANDING WHAT WENT WRONG IGNORE OR INVESTIGATE? ABOUT FAULT LEADING IN THE MOMENT THE FUNDAMENTAL QUESTIONS THE PROBLEM WITH SOLUTIONS FINDING BETTER SOLUTIONS CHAPTER 12 MANAGING ACCOUNTABILITY ACCOUNTABILITY DEFINING ACCOUNTABLE MANAGING ACCOUNTABILITY APPLYING THE FIVE Ss CHAPTER 13 MANAGING SAFETY SUGGESTIONS THE FIRST THREE QUESTIONS EIGHT RULES FOR SUGGESTIONS GOING ON THE OFFENSIVE CHAPTER 14 SAFETY MEETINGS WORTHHAVING THE PROBLEM WITH MEETINGS BETTER SAFETY MEETINGS “ASK, DON’T TELL” SAFETY MEETINGS STEP 1: PURPOSE FIRST STEP 2: CONDENSE INFORMATION STEP 3: MAKE THE CONNECTION STEP 4: ASK DARN GOOD QUESTIONS A MOMENT OF HIGH INFLUENCE BIG MEETINGS CHAPTER 15 CREATING THE CULTUREYOU WANT DEMYSTIFYING CULTURE THE IMPLICATIONS YOUR SAFETY CULTURE CHANGE VERSUS TRANSFORMATION A ROADMAP FOR TRANSFORMATION CONCLUSION CHAPTER 16 INVESTING IN TRAINING KNOWLEDGE COMPLIANCE AND CHANGE TRAINING ISN’T ALWAYS THE PROBLEM TRAINING IS AN INVESTMENT WHO’S PROBLEM? A PERFORMANCE PROBLEM THE THREE Ts OF TRAINING THE FIRST ‘T’: TIMING THE SECOND ‘T’: TECHNIQUE THE THIRD ‘T’: TEACHER CREATING UNDERSTANDING CHAPTER 17 MEASURING SAFETY PERFORMANCE THE FUNCTION OF MEASUREMENT METRICS AND INFORMATION LEADING INDICATORS NEAR-MISS REPORTS FINDING BETTER MEASURES CREATING A BALANCED SCORECARD MEASUREMENT FOR THE FRONT-LINE SUPERVISOR THE LAST WORD CHAPTER 18 MANAGING SAFETY DILEMMAS 1. THE ACCOUNTABILITY DILEMMA MANAGING THE DILEMMA IDEA 1: RECOGNIZE THAT YOU ARE ON THE HORNS OF A DILEMMA IDEA 2: CALL THE DILEMMA BY ITS PROPER NAME IDEA 3: LEAD BETTER IDEA 4: LOOK TO YOUR FOLLOWERS 2. THE RISK DILEMMA THE DILEMMA THE TRUTH ABOUT CONSEQUENCES THE RISK CONUNDRUM THE HAZARDS MANAGING THE DILEMMA—AND THE CONUNDRUM IDEA 1: AVOID BEING TRAPPED BY ABSOLUTES IDEA 2: THINK BETTER ABOUT HAZARDS, RISKS, AND HOW TO MITIGATE CONSEQUENCES 3. THE INVESTIGATION DILEMMA MANAGING THE INVESTIGATION DILEMMA IDEA 1: RECOGNIZE THIS DILEMMA WHEN YOU FACE IT IDEA 2: INDEPENDENCE HELPS IDEA 3: MAINTAIN YOUR PERSPECTIVE IDEA 4: BE PREPARED 4. THE SYSTEM DILEMMA WHERE’S THE DILEMMA? THE IMPLICATIONS MANAGING THE SYSTEM DILEMMA IDEA 1: RECOGNIZE THE DILEMMA IDEA 2: THINK LIKE A PARENT IDEA 3: THINK CRITICALLY 5. THE MIDDLE DILEMMA THE MIDDLE DILEMMA AND MANAGING SAFETY ABOUT REALITY MANAGING THE DILEMMA IDEA 1: DON’T HIDE THE TRUTH IDEA 2: PRESENT REALITY BETTER IDEA 3: THERE IS POWER IN NETWORKING WITH PEERS IDEA 4: REMIND THOSE AT THE TOP WHAT’S AT STAKE 6. THE LEADER DILEMMA THE DILEMMA MANAGING THE DILEMMA THE LAST WORD ABOUT “BEING ON THE HORNS” CHAPTER 19 LEADING FROM THE MIDDLE UPWARD LEADING FEELING POWERLESS CONTROL VERSUS INFLUENCE CRITICAL SAFETY FACTORS STOPPING THE JOB THE POWER OF INFORMATION ORGANIZATION POWER IN PRACTICE LEADING FROM THE MIDDLE IT’S NEVER EASY CHAPTER 20 MISTAKES MANAGERS MAKE MISTAKE NUMBER 1: FAILING TO PREPARE MANAGING OTHERS: THE GREAT CHALLENGE “THEY’LL DO JUST FINE” MISTAKE NUMBER 2: DRIVING OUT ALL FEAR A GIANT LEADING THE WAY THE PIPER MUST BE PAID THE REALLY PAINFUL CONSEQUENCE MISTAKE NUMBER 3: FOCUSING ON THE SHORT RUN INSTANT IMPROVEMENT THE LONG TERM MISTAKE NUMBER 4: TRYING TO BUY A GAME CAN YOU BUY PERFORMANCE? MISTAKE NUMBER 5: CONFUSING PERCEPTION WITH REALITY MISTAKE NUMBER 6: COMMUNICATING WITHOUT A COMMON VOCABULARY WHAT’S IN A WORD? COMMUNICATING CLEARLY CHAPTER 21 DRIVING EXECUTION WHAT IS EXECUTION? THE VALUE OF EXECUTION THE EXECUTION GAP PERFORMANCE VISIBILITY DRIVING EXECUTION THE PRINCIPLE OF HONEST DIALOG EXPLODING THE MYTHS BACK TO THE BASICS CHAPTER 22 MAKING A DIFFERENCE SAFETY LEADERSHIP TOOLS LEADERS MUST LEAD TOUGH CHALLENGES IT’S YOUR CHOICE MAKING A DIFFERENCE REFERENCES INDEX EULA