Failing less, reducing injuries, implementing programs, improving performance or involvement are not strategies, they are desirable destinations. Without a clear purpose, vision, goals and measurements of progress, how does an organization know results are being accomplished become of the initiatives or luck?

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December 6 2016: Zero Incident Goals Create Risk-Taking Cultures - Learn to Measure What Matters
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Zero incident programs and goals are the desires of average safety cultures, not excellently-performing ones. Organizations that have achieved sustainability of excellent results in culture and performance define, measure and motivate what they want, rather than what they don't. Is health the absence of visible disease? This session clearly outlines the difference and provides a framework to achieve and measure sustainability, the biggest differentiator.

February 2017: Leading in Difficult Times
Lack of job security, new financial pressures, business and economic disruption and uncertainty is today's reality for many organizations and the people within. Remaining positive and focused is a challenge for even the best leaders. This presentation explores leadership tactics, strategies, mindsets and lessons-learned across multiple industries during the financial collapse of the late 2000s, and how they must be applied throughout the drilling industry to facilitate a rebound.

April 2017: Failing Less is NOT a Safety Strategy
Based on a best-read article in Industry Week, this talk dispels the myth that a goal is a strategy and discusses the commonalities of strategies that are creating effective focus in four organizations with truly excellent safety performance. This combination of strategic comparison and contrasts based on case studies will send you back with a new definition of safety strategy and a list of potential elements and metrics that could help you develop or improve your own strategy.

June 2017: Incentives, Rewards, & Recognition: What To Do and What Not To Do
Many efforts for improving safety performance include rewards or incentives. While the theory of incentivizing safety is well intentioned, the practice varies from effective, to ineffective, to harmful. The correct use of motivational strategies for safety is critical to the accomplishment of safety excellence in any organization. If you are like many companies, you have probably experienced widely differing results with many of the off- the-shelf programs available. Consolidating these various strategies into a coherent and effective set of best practices is becoming increasingly important because of the tendency of incentive programs to either fail or go horribly wrong. If you already have a program of rewards or incentives for safety in place, don't suddenly stop it. This can do more damage than good. The best approach is to transition your existing program into a more effective program over time. The guidelines shared in this session are designed to help make the best use of safety motivational strategies.

August 2017: Using Near-Miss Data for Successful Loss Control
Using incident data to improve safety is nothing new. However, when the goal is attained and your accident data starts to lose its statistical significance, what can be done? Near-miss data can help fill in gaps left by dwindling incident rates, and provide clear information with which to focus. But near-miss data is problematic to gather and often misinterpreted. Learn how to avoid common problems and take an important step toward more proactive safety metrics.

October 2017: Hiring With Safety in Mind: Risk-Takers Need Not Apply
With each new hire, have you introduced a complimentary safety mentality that will enhance the culture, or a new element of risk? Hiring with safety in mind is critical to reach and sustain excellence. Participants will be provided proven practical approaches ensuring risk is stopped at the employment door. Selecting and developing employees is where the ultimate criticality lies in sustaining occupational safety excellence. Once a new employee enters the workplace, most organizations deploy mechanisms to ensure they are onboarded (assimilated into the cultural norms and performance expectations) in an efficient and effective manner. On the journey to excellence, is this an opportunity missed? With this new hire, have you introduced a complimentary safety mentality that will enhance the culture, or inadvertently introduced a new element of risk? This talk presents proven strategies to ensure safety is always a part of the hiring process, thus stopping risk-takers at the employment door.

December 2017: The Misunderstood Yet Vital Role of Competency
There is more to guaranteeing completion of effective training than a signature that it occurred. Achieving compliance and sustainable excellence in performance and culture requires a focus on continuously assessing for and ensuring competency. Many organizations have yet to confirm the critical knowledge transfer results from training initiatives. Moreover, most of these training programs do little to establish the necessary skills and reinforce for sustainability. This presentation focuses on identifying the many components of an effective competency program.

February 2018: Using Social Media to Communicate Safety Messages in the Workplace
Communication is a critical part of an effective safety program. There are many new ways in which to communicate critical or other issues via social medi
Social Media offers several advantages over more traditional media, which presents some significant opportunities for better, more effective safety communication.

April 2018: A Balanced Scorecard Approach to Determine Safety Program Effectiveness
What gets measured gets managed. This statement is true in safety. The Balanced Scorecard System is a management system that can provide a new approach to measurement of safety program effectiveness. The Balanced Scorecard system provides a clear vision of the status of an operation and translates that vision into actions that facilitate identification of improvement in safety results. Using this system, you will learn to organize benchmarks in four perspective categories, learning and growth, business process, customer and financial. Using these four perspectives, you will learn to establish metrics that can be collected and analyzed on a continual basis to achieve a more meaningful metric for measurement of safety improvements.

June 2018: Developing & Administering a Custom Perception Survey
Many organizations measure perceptions, but few effectively manage them. There are two types of perceptions: accurate and inaccurate. Which ones are you responding to? Perceptions are influenced by multiple sources, both internal and external. Unmanaged perceptions negatively affect safety communication. Even worse, they have been identified as contributing factors in multiple catastrophic incidents. Perceptions are an important consideration when determining methods to improve safety or other aspects of performance. Perceptions affect behaviors, and they should be measured to determine a starting place for cultural modification efforts. Perception surveys can help identify areas for improvement and can serve as a baseline for measuring the effectiveness of improvement efforts. The talk focuses on how to measure, understand, and manage the perceptions that either facilitate or impede achieving and sustaining safety excellence.

August 2018: Why We Fail To See Risk
Every second, countless bits of information are presented to us. For efficiency purposes, throughout our life, our brain has been developed to filter-out information deemed unnecessary and, instead, focus on a handful of critical details at any given time. The brain of a safety professional has been trained in a manner that facilitates the necessary recognition of risk. It is possible for others to benefit from this training as well.

October 2018: Safety Culture Excellence 101
Once the organization learns how to focus their efforts and internally accomplish continuous transformational improvements, and celebrate and communicate their success, the next difficulty emerges: sustainability. The organization's culture is the ultimate sustainability mechanism. Learning how to enhance the culture and create systems to reinforce the new desired performance is where true sustainability lies. It is not enough to have a passion for safety excellence; there needs to be an aligned focus not just on the transformation, but on sustainability as well.

December 2018: Safety Culture Goes Far Beyond Work
What do most people care about, more than anything else in the world? I've asked this question of audiences in several countries. I always receive some humorous answers, such as, "My boat!" "My stamp collection!" "My garden!" After the chuckles subside, the serious answers start pouring in. "My kids." My spouse." "My parents." "My grandkids." To most people, the thing they care about more than anything in this world, are the members of their family and their family's safety. Yet, as companies continue to enhance their safety processes with the common goal of ownership, the employee's family is rarely mentioned. Helping people see how their involvement in safety in an industrial setting applies to their personal lives changes the lens in which people view life.

February 2019: Top Five Strategic EHS Training Tips
All training should have measurable objectives, established value to be contributed, techniques to determine return on attention and execution against a safety excellence strategy. Without these, how do you determine ROI? Gain the tools to implement the top five strategic tips to improve efficiency and effectiveness of your training efforts.

April 2019: Measuring Safety Culture Maturity: A Better Way
Forget old ways of measuring safety culture maturity. There's a new, more effective way to measure cultural maturity. This talk enables attendees to start the conversation to strategically enhance the safety aspect of their company culture and measure progress by contributed value, not just the lowering of injury rates.

June 2019: The New Safety Strategy: Stop Preventing Accidents and Start Adding Value
Leading organizations are developing safety strategies around meeting the safety needs of the worker rather than simply directing their accident prevention efforts. Find out how they have used this approach to quit avoiding failure and start achieving success while turning what they measure in safety from failure to success metrics.

August 2019: Shaping the Safety Culture of Project-Based Workforces
Organizations that hire workers for one project or season don't have the luxury of forming a safety culture over years or decades. Learn how such organizations have mastered the techniques of forming highly-functioning safety cultures both quickly and effectively during the short course of one project or one season.

October 2019: No, You Don't Have a Safety Strategy, But They Do
The need to integrate safety into business thinking has been often communicated, but not enough attention is placed on the need for business practices to be integrated into safety thinking. Safety is more than rule-following, common-sense and paying attention. Safety is influenced by culture, systems, leadership styles, history, economy, locations, and more. One of the most significant differentiators of successful organizations in safety is the way safety is strategically managed. Learn how organizations shape both safety performance and culture by leveraging strategic frameworks that are both easy to understand and execute on.

December 2019: From Lagging to Leading to Transformational Indicators: Measuring the Value of Safety
Many organizations suffer from a programmatic focus and demonstrate an activities- based culture, whether these activities add value or not. Measuring activities to determine the health of improvement efforts or culture tells you very little if excellence is your goal. Excellence is not just zero injuries or incidents; it is the ability to win through the achievement of great results, with strong and confident insight into how the results were achieved, and a culture that focuses on a continuous improvement mindset. Safety must evolve to measure not just the things we do to try to improve the lagging indicator results, but also the contribution of value from our activities to our results.

February 2020: Does Your Safety Strategy Constrict or Contribute to Business Strategy?
We succeed in business by winning in the marketplace, not by failing fewer customers. Safety will never become a core value within a company culture until the safety strategy is aligned with and supports the business strategy. Every organization has a "safety culture," but could it be better? Always - but not by doing more in safety. It is improved by continuously refining your processes and by capturing and delivering real value that supports the business objectives. How efficient and value-focused are your safety efforts? Does your safety strategy help or hinder the business strategy? If they compete, which one do you think will win?

April 2020:Should Safety Pros Work Themselves Out of Their Jobs?
Risk-reduction and zero injuries are all by-products of the value of safety, not the goals. Safety continues to suffer from the wrong focus, goals and objectives. Until there is a change in how we frame the safety professional's role and purpose within organizations, we will continue to upset the customers of safety, requiring a greater emphasis on controlling behavior and ensuring compliance, and creating cultures of have-to rather than want-to. We will forever be safety police until we view safety as a value- contributor rather than a risk-reducing part of the organization. Learn how to make the switch from risk-reduction to value contribution and take your safety performance to new levels.

June 2020: Measuring Safety: From Two-dimensional Thinking to Process-Flow Indicators
Thinking about measuring safety is quickly going from lagging-indicators to leading indicators. Still, this is two-dimensional thinking trying to describe a process that happens in three dimensions. Several organizations have developed multi-dimensional metrics that describe the key steps of the process that drives safety. This multiple metric allows diagnosis of safety efforts from inception through results and provides what Deming called "profound knowledge" of what it takes to improve safety. When you add these three metrics to the existing lagging indicators, you truly measure the entire safety process.

August 2020: Giving Safety a Brand Identity
Marketing professionals create enthusiastic support and loyalty for products and services by giving them brand identities with which consumers connect. Safety professionals have utilized similar approaches to build strong, supportive safety cultures with a sense of teamwork and will to win the war against accidents. Safety efforts with strong branding tend to be more motivating, elicit more collaborative effort, and engage the hearts and minds of workers in the altruistic aspects of safety than those who don't deliberately brand their efforts. This session outlines the most common branding tools and techniques used, and cites specific case studies of organizations before-and-after comparisons of their results and cultures.

October 2020: Three Strategies for Employee Engagement
Description: Almost every organization would like for their employees to be more engaged in safety. Some address this with encouragement, others with programs, but few have a true strategy for accomplishing the goal. Generically, there are three strategies for increasing engagement and they can be utilized alone or in combination. Based on the highly-acclaimed articles in Industry Week and EHS Today, this session will discuss each strategy and their various combinations with references to true case studies to give attendees practical applications.

December 2020: Safety Culture Excellence: Mindsets, Methods & Mousetraps

February 2021: Assess and Improve Safety Culture with These 7 Steps

April 2021: Establishing Strategic Goals for Excellence in Safety Performance

June 2021: Safety Strategy: The Missing Component of Safety Excellence

August 2021: Should the Safety Department Manage Safety

October 2021: How Safety Professionals can Become Strategic Leaders

December 2021: DOC or COP: Demonstrate Opportunities to Care or Catch Opportunities to Punish?


"… I felt this webinar was excellent. I wasn't prepared to be so engaged until the first comment was made…that the pitfall of any program or safety person is 'trying to do too much at once'. This resonated with me…and I was rather engaged the rest of the hour. Clearly knowledgeable instructor, which is very hard to find. Safety is so much more than just about technical knowledge. Interested in the rest of the series now."

Marsha Bell, Regional Health & Safety Supervisor, Tolko Industries