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.
Table of Contents
Introduction ix
Acknowledgments xvii
About the Author xviii
Chapter 1 The Leadership Challenge 1
Chapter 2 The Case for Safety 13
Chapter 3 The Practice of Leadership 23
Chapter 4 Moments of High Influence 35
Chapter 5 Managing by Walking Around 43
Chapter 6 Following All the Rules … All the Time 55
Chapter 7 Recognizing Hazards and Managing Risk 67
Chapter 8 Behavior, Consequences - and Attitude! 87
Chapter 9 The Power of Questions 107
Chapter 10 Making Change Happen 117
Chapter 11 Understanding What Went Wrong 127
Chapter 12 Managing Accountability 141
Chapter 13 Managing Safety Suggestions 153
Chapter 14 Safety Meetings Worth Having 161
Chapter 15 Creating the Culture You Want 171
Chapter 16 Investing in Training 187
Chapter 17 Measuring Safety Performance 203
Chapter 18 Managing Safety Dilemmas 227
Chapter 19 Leading From the Middle 247
Chapter 20 Mistakes Managers Make 261
Chapter 21 Driving Execution 275
Chapter 22 Making a Difference 289
References 297
Index 299
