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… than two decades, the Center for Management Research in Cambridge, MA has hosted Managing People for Maximum Performance as part of its Programs on Leadership for executives and senior management. Year after year, Managing People has consistently been the most attended … pinpointing specific actions to achieve specific goals. Values-based Choice and Decision Making selecting and measuring behaviors that drive the culture and your results. The Difference Between Leadership & Management the behavior required for …
… taken from a safety magazine. This is a live action shot I took from the window of a hotel where I was conducting a Safety Leadership workshop for a client. I shared this photo with the group as part of our safety briefing to start the second day of the workshop, and fortunately for the people on that scaffolding, the … not be that it was happening just outside the very hotel where we were sitting in—in North America! A few of the at-risk behaviors and violations that the front-line supervisors in my class quickly spotted included: Working at height without …
… He had missed his kid's first steps during that overtime. Bonus pay is great, but it won't rewind the clock. The worst part is that he really wasn't there even when he was home. He'd work through an extra shift on Saturday, get home exhausted, … might look the other way on certain things. Of course, they would never say something like this outright. But the lack of leadership presence on the floor–with their supervisors stuck in meetings all day–spoke volumes. They trust employees will … project or journey. We do the hard things now and reap the rewards later. Other times, we're more impulsive and choose behaviors that feel good at the moment but could eventually become detrimental or even dangerous. We hit the snooze button …
… Linking Contribution to Impact and Meaning How do you encourage employees to think like owners, to take initiative, to participate, to follow through, and contribute to the growth and success of your organization each and every day? This is … happens and to support these efforts. The first step is to articulate clear expectations and objective descriptions of the behaviors that you want others to do and say to demonstrate engagement. Leaders should focus not only on outcomes, but also … resolution, are often the actions we want from our workforce that, in turn, are referred to as engagement . Similarly, leadership engagement can help cement these practices by asking purposeful questions, providing actionable and timely …
… of employees as the cause of accidents, he was personally more interested in removing obstacles to safety than changing the behaviors that caused accidents, the very thing that unions want in safety. Following the publication of Heinrich’s book, … apply in businesses and with this model, we can apply it to all problems/opportunities that arise in safety and all other parts of the organization as it meets all the criteria of the scientific method listed above. As Geller[xiii] (1996) says, … on behavior-based safety and behavior analysis, consult the following books, Daniels, A. & Agnew, J. Safe By Accident: Leadership Behaviors that Build a Sustainable Safety Culture , Agnew, J. & Snyder, G. Removing Obstacles to Safety , …
… postgraduate work on the behavioral, biological and social causes of political aggression at Harvard in the Psychology Department, the Kennedy School, and the Biological Wing of the Anthropology Department. He is responsible for many of the most popular executive programs at the Kennedy School, including, "The Leadership Strategies for Senior Executives Series," presented in Washington D.C., and "Leadership & Strategy for Federal … associate with it. First, the more "vivid" a given case of punishment, the greater the impact it will have in stopping behaviors similar to those that it followed. This is true of both the punishments we receive directly and "vicarious …
… “What you do speaks so loudly that I cannot hear what you say.” Unintentional as they may be, there are many management behaviors that “speak loudly” about where safety is on the priority list. Classic examples can be seen in almost any … better or get worse with absolutely no change in safety conditions or behaviors. The result is that organizations, and departments within organizations, can go for long periods of time without incidents, despite having a less-than-safe work … for all. To read more on the topic of ensuring safety is a priority, read Safe by Accident? Take the Luck out of Safety – Leadership Practices that Build a Sustainable Safety Culture. 1 There is debate among some safety professionals about …
… operations are based on five core values: Safety, Compliance, Continuous Improvement, Production, and Cost. After a third-party survey of employees , the management team reviewed the survey results and concluded that, "the company needed a … well, but we were happy—not satisfied.” Via a Google search, Latham found Aubrey Daniels International (ADI), a safety leadership consulting firm, and was soon speaking with David Uhl, senior vice president of consulting services. Uhl sent … program at the mines was a tiered system that was also contingent on strict adherence to safety and compliance. Targeted behaviors regarding achieving production metrics are connected to monetary rewards in the paychecks on a bi-weekly basis. …
… scandals seem to be an ongoing aspect of business, most people, when asked if they or their fellow employees, including leadership, are ethical, answer yes. In fact, oftentimes those caught in unethical behavior say they never thought … being mistreated you likely view them as people who has done or said something very surprising, behaviorally speaking, particularly in terms of their clarity and willingness to take a stand. We all need the same kind of ‘stand up’ behavior at work but it too is surprising when it occurs. The workplace can be a learning laboratory for how to build in such behaviors as taking a stand, saying the right thing in the face of disapproval by others, and raising questions, polite or …
… each do precisely that hundreds or even thousands of times per day. Perhaps more importantly, those self-consequences are particularly powerful in terms of the impact they have on our behavior, in large part because they are immediate—they happen … hundreds of thousands of such comments and over time they form the bulk of what we say to ourselves about our own behaviors and results. The feedback we have gotten from others, consistently over time, often becomes the feedback that we … inner voice is very much a function of external voices in our immediate environment. This is an important point about our leadership : The feedback we provide to others may impact both their immediate behavior as well as how they provide feedback …
… happenstance, luck, or what some people call “instinct.” Many people believe that the ability to make good decisions in a leadership role is not shaped so much by the environment but hardwired into the brains of those who end up leading our … reflect the conjunction fallacy is that subjects may respond to compound statements by assessing the reasonableness of each part of the sentence, averaging the assessments, and coming up with the likelihood of the compound. Research shows that this … you want as the outcome of your decision. Consider the why, what, and how of getting to those outcomes. Determine the behaviors that you and others must take to drive this result and weigh the investment carefully. Understand every element …
… While frontline workers are often the ones who engage in the final at-risk behavior, typically multiple upstream at-risk behaviors on the part of management, engineers, and executives contribute as well. A simple example is a frontline employee who fails to put … To read more about accountability and the use of discipline in safety, read Safe by Accident? Take the Luck out of Safety–Leadership Practices that Build a Sustainable Safety Culture . … When incidents occur in business, there is often a call to …
… pharmaceutical and biotech companies. Your group or franchise specializes in selling and marketing drugs that focus on a particular medical condition. As time goes on, newer drugs for this condition begin to overtake your product and shrink your market share. Downsizing has already left managers with larger territories, hence more to do, and leadership informs you that in a little over a year, your franchise will be dissolved, but hopefully, a new position can be … manager-to-rep discussion, the sales representatives began asking targeted physicians and customers to commit by doing such behaviors as placing the prescribing information next to the prescription pad or in the folders of patients indicated for …
… pharmaceutical and biotech companies. Your group or franchise specializes in selling and marketing drugs that focus on a particular medical condition. As time goes on, newer drugs for this condition begin to overtake your product and shrink your market share. Downsizing has already left managers with larger territories, hence more to do, and leadership informs you that in a little over a year, your franchise will be dissolved, but hopefully, a new position can be … manager-to-rep discussion, the sales representatives began asking targeted physicians and customers to commit by doing such behaviors as placing the prescribing information next to the prescription pad or in the folders of patients indicated for …
… the past two decades. Are we really the exemplars of good decisions and good deeds that we believe we are when we occupy leadership positions? The truth is that women aren’t moral or ethical simply because they were born female. Carol … you maintain your balance: Step 1: Learn about behavior Claims about the existence of women’s intuition may be based in part on our role in society to keenly observe the behavior of others. Of course, we all know we are not equally good at this … power to bring about change. For example, if you think that a person is devious, break that label down into the specific behaviors that shape your perception (habitual lateness in responding to requests, saying something happened when it did …