Safety Culture Excellence®

As requested by many of you, below you will find the public events schedule as well as event descriptions. We hope to see you at one of these seminars!

Lean BBS Certification Workshop

21-23 February 2012 (8:00am - 4:00pm)

Houston, TX – Sheraton North Houston

Behavior-Based Safety (BBS) 101

16 April 2012 (1:00pm - 5:00pm)

Houston, TX – Sheraton North Houston

11^th Annual BBS Conference

17-18 April 2012 (8:00am - 4:00pm)

Houston, TX – Sheraton North Houston

Advanced Cultural & Behavioral Tactics

19 April 2012 (8:30am - 4:30pm)

Houston, TX – Sheraton North Houston

Leadership Safety Coaching

19 April 2012 (8:30am - 4:30pm)

Houston, TX – Sheraton North Houston

Using Near-Miss Data for Successful Loss Control

15 May 2012 (8:00am - 4:00pm)

Baltimore, MD

Incentives, Rewards and Recognition

17 May 2012 (8:00am - 4:00pm)

Baltimore, MD

Behavior-Based Safety (BBS) 101

17 July 2012 (8:00am - 12:00pm)

Minneapolis, MN

Advanced Cultural & Behavioral Tactics

13 July 2012 (8:00am - 4:00pm)

Minneapolis, MN

Safety Culture Excellence 101

14 July 2012 (8:00am - 4:00pm)

Minneapolis, MN

Lean BBS Certification Workshop

14-16 August 2012 (8:00am - 4:00pm)

Houston, TX – Sheraton North Houston

Leadership Safety Coaching

17 September 2012 (8:00am - 4:00pm)

Amsterdam, Netherlands

Lean BBS Certification Workshop

18-20 September 2012 (8:00am - 4:00pm)

Amsterdam, Netherlands

Developing & Administering a Custom Perception Survey

18 September 2012 (8:00am - 4:00pm)

Boston, MA

Safety Metrics 101

19 September 2012 (8:00am - 4:00pm)

Boston, MA

The Transformational Leader

20 September 2012 (8:00am - 4:00pm)

Boston, MA

Leadership Safety Coaching

24 September 2012 (8:00am - 4:00pm)

Dubai, UAE

Lean BBS Certification Workshop

25-27 September 2012 (8:00am - 4:00pm)

Dubai, UAE

Behavior-Based Safety (BBS) 101

2 October 2012 (8:00am - 12:00pm)

Los Angeles, CA

Advanced Cultural & Behavioral Tactics

3 October 2012 (8:00am - 4:00pm)

Los Angeles, CA

Leadership Safety Coaching

4 October 2012 (8:00am - 4:00pm)

Los Angeles, CA

Lean BBS Certification Workshop

6-8 November 2012 (8:00am - 4:00pm)

Houston, TX – Sheraton North Houston

Using Near-Miss Data for Successful Loss Control

7 November 2012 (8:00am - 4:00pm)

Dallas, TX

Incentives, Rewards and Recognition

8 November 2012 (8:00am - 4:00pm)

Dallas, TX

11^th Annual BBS Conference

Dates and Locations

17-18 April 2012 (8:00am - 4:00pm)

Houston, TX – Sheraton North Houston

Investment $795 per attendee (meals included)

$745 per attendee Early bird rate through 1/31/12

Description

Behavior-Based Safety (BBS), like any worthwhile endeavor, requires professional development. People involved in the consulting, support, or day-to-day efforts of BBS will be busy and motivated during the implementation and early development stages of the process. After these initial stages, stasis and burnout begin to attack. Professional development can help to fend them off. Ongoing opportunities to network, get new ideas, and be reminded of the importance and potential of what you are doing renews the spirit of engagement and empowers the huge flywheel of continuous improvement that are so necessary to long-term sustainability and value.

Renewal: The inspiring ideas on the recruiting posters begin to fade as the soldiers meet the reality of the trenches. BBS creates an inspiring vision of new ways to attack potential accidents, but the day-today battle and other priorities and workplace realities wear away at the vision. It is important periodically to renew the vision and re-vitalize the motivation to succeed.

Networking: If you want to be successful, associate with successful people; catch their spirit and learn their ideas. Little in life is as motivating as learning you are not alone and that others share your vision and challenges. Those who have been successful inspire those still struggling and everyone learns how to take their process to the next level. Networking can also begin relationships that help long after the conference is over and establish contacts for ongoing support and mentoring.

New Developments: BBS is a dynamic process and new techniques and approaches are developed each year. Sharing case studies and object lessons from innovators of BBS is a sure way of expanding the opportunities for success and sustainability. Many attendees renew their process with ideas that transform BBS and better fit their site culture.

Alternative Strategies: Almost every site that implemented BBS chose the path strategy that seemed best at the time of implementation. After more experience with BBS, alternative ways begin to make sense and new opportunities unfold as you learn how others progressed, what worked for them, and why. Staying with one strategy may be the way to future success, but exploring options and validating that strategy is a very valuable exercise, best accomplished with the help of experts and others who have been successful.

Advanced Cultural & Behavioral Tactics – Finding New Results

Dates and Locations

19 April 2012 (8:00am - 4:00pm)

Houston, TX – Sheraton North Houston

18 July 2012 (8:00am – 4:00pm)

Minneapolis, MN – Location TBD

3 October 2012 (8:00am – 4:00pm)

Los Angeles, CA – Location TBD

Investment $995 per attendee (meals included)

Description

Use the latest Behavior-Based Safety Technologies for spearheading safety process improvement, borrowing proven techniques from Lean Manufacturing, Six Sigma, and experiences from over 1,500 successful implementations.

Create a customized plan to assess and improve site and/or organizational safety culture. Common myths about safety culture will be dispelled and a good working definition will be developed to empower understanding and customization. Assessment methodologies will be discussed and compared and each participant will see how to best determine the cultural strengths and improvement opportunities.

Based on the assessment findings, plans will be formulated to find the most practical and effective strategies to build on cultural strengths and address weaknesses. Opportunities will be investigated to utilize other site improvement initiatives to aid in the cultural improvement plans. All plans will conclude with measurement strategies to ensure long-term change viability and early identification of problems.

Behavior-Based Safety (BBS) 101

Dates and Locations

16 April 2012 (1:00pm - 5:00pm)

Houston, TX – Sheraton North Houston

17 July 2012 (8:00am – 12:00pm)

Minneapolis, MN – Location TBD

2 October 2012 (8:00am – 12:00pm)

Los Angeles, CA – Location TBD

Investment $495 per attendee (breakfast included)

Description

Behavior-Based Safety (BBS) 101 for Workers

This session is designed to be an introduction to the rationale and practice of BBS for newcomers and a thorough review for participants at the workforce level who have already implemented a BBS process. Being well grounded in the principles and practices is a basic need for success to both those who are implementing or renewing BBS processes. The course will cover every major facet of BBS including the following:

· The philosophy and science behind BBS

· What leads to union resistance

· Functions of a BBS Steering Team/Committee

· The role of an Observer in a BBS process

· Manager's and Supervisor's support roles

· The responsibilities and benefits of employees in a BBS environment

· How BBS impacts safety culture

· How to keep the process results oriented

· How to guarantee process sustainability

· How to refresh and renew an existing BBS process

· Attendees will be thoroughly versed on the basics of BBS to either return to a project or attend the Annual BBS Conference with purpose and focus.

Behavior-Based Safety (BBS) 101 for Management

This session covers the same basic concepts as the "BBS 101 for Workers" course but from a management and supervisory perspective. The support roles in BBS are less active than the participants' roles, yet more critical for success and sustainability. In addition to understanding what BBS is and how it works, managers and supervisors need to know the rationale for having a process and the strategies for ensuring that it is successful. The course will cover these facets and will include the following:

· The rationale and ROI (return on investment) of BBS

· Selection criteria for Steering Team/Committee members

· Time-away-from-work requirements of Steering Team members and Observers

· Key roles, responsibilities, and expectations (RREs) of those participating in the process

· Start-up cycles for BBS from implementation to maturity

· Support and resources needed by the process to ensure success

· How to involve unions for support

· How to communicate BBS to the workforce

· How to utilize BBS as a safety culture building tool

· How to posture BBS in relation to other safety efforts and programs

· How to pump new life into an existing BBS process

· Attendees will be thoroughly versed on the basics of BBS to either return to a project or attend the Annual BBS Conference with purpose and focus.

Developing & Administering a Custom Perception Survey

Dates and Locations 18 September 2012 (8:00am - 4:00pm)

Boston, MA – Location TBD

Investment $999 per attendee (meals included)

Description

The fact that perceptions affect safety cultures is undeniable, yet the best intending organizations often pay little attention to perceptions and the conditioning affect they have on new employees or the company. Whether accurate or not, perceptions become culturally-norming beliefs. When these common beliefs are combined with unclear values, potentially negative attitudes, and hypercompetitive priorities, a dangerous mixture of influences is placed on individuals attempting to solve problems in day-to-day operations. The need to understand perceptions and what drives them is critical.

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.

Culture is made up of common practices, attitudes, and perceptions of risks that influence behavioral choices at work and away from work. Culture is also influenced by management, leadership, supervision, workplace conditions, and logistics. Measuring a culture involves a complex metric of perceptions, workplace realities, past accident history, and inter-connectivity of the people.

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 workshop focuses on how to measure, understand, and manage the perceptions that either facilitate or impede achieving and sustaining safety excellence. Attendees will be provided with extensive examples of perception survey report templates and detailed examples of different reporting styles.

During this workshop you will learn how to:

· Build Support

· Define the scope

· Determine the goals

· Define the users and audience

· Define terminology

· Determine categories and appropriate statement

· Tools to analyze and categorize findings

· How to administer electronically and manually

· How to maintain trust in the survey process and hidden pitfalls to avoid

· Categorize the results by focusing on internally-implementable action plans

Incentives, Rewards, & Recognition: What To Do and What Not To Do

Dates and Locations 17 May 2012 (8:00am - 4:00pm)

Baltimore, MD – Location TBD

8 November 2012 (8:00am – 4:00pm)

Dallas, TX – Location TBD

Investment $899 per attendee (meals included)

Description

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. Additionally, there are many new discoveries about how incentives and rewards really work and new thinking on how to best use them.

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 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.

Some incentive programs have simply become a waste of resources because they have not improved motivation or performance. Others have done serious harm to the safety culture, to safety results, and to relationships with represented workforces. Avoiding these problems is possible by following some basic guidelines which is well worth the effort in terms of results.

Improvements in the effectiveness of safety motivational programs is possible regardless of whether you have existing programs, past attempts, or have never tried. The guidelines shared in the workshop are designed to help make the best use of safety motivational strategies.

Leadership Safety Coaching: Teaching Supervisors to be Safety Coaches (Train-the-Trainer)

Dates and Locations 19 April 2012 (8:00am - 4:00pm)

Houston, TX – Sheraton North Houston

17 September 2012 (8:00am – 4:00pm)

Amsterdam, Netherlands – Location TBD

24 September 2012 (8:00am – 4:00pm)

Dubai, UAE – Location TBD

4 October 2012 (8:00am – 4:00pm)

Los Angeles, CA – Location TBD

Investment $995 per attendee (meals included)

Description

Supervisors constantly communicate priorities and strategies to their workers, whether they intend to or not. With training, supervisors can take active control of the messages they send to promote safety as an organizational value. They can set levels of expectation that point everyone in the direction of safety excellence and exert a positive influence on the formation of safety culture.

Most supervisors don't have the latest training and tools for coaching workers to perform their jobs safely. Becoming an effective coach can leverage a supervisor's influence to make significant gains in accident reductions. Coaching skills also improve other areas of performance including quality and productivity as well as safety. The benefits to the organization impact almost every area of human performance.

The training contains the latest behavioral coaching techniques and directly applies them to improving safety. A model for counseling problem employees or addressing serious safety situations is also included. The design of the training utilizes advanced learning techniques and helps attendees to apply the models in the classroom to reality based scenarios right out of the workplace.

Lean BBS^® Certification Workshop

Dates and Locations 21-23 February 2012 (8:00am - 4:00pm)

Houston, TX – Sheraton North Houston

14-16 August 2012 (8:00am – 4:00pm)

Houston, TX – Sheraton North Houston

18-20 September 2012 (8:00am – 4:00pm)

Amsterdam, Netherlands – Location TBD

25-27 September 2012 (8:00am – 4:00pm)

Dubai, UAE – Location TBD

6-8 November 2012 (8:00am – 4:00pm)

Houston, TX – Sheraton North Houston

Investment $5000 per attendee (meals included)

*Recommended Option: It is ProAct Safety®'s experience-based belief that to ensure success, materials should be customized to reflect the unique culture of the location and details of the process. Handout materials are provided for seminar use only and may not be copied or distributed. Electronic materials are not included. Workshop attendees interested in the materials may contact ProAct Safety® to obtain a quote for a site, division, or corporate-wide usage license.

Description

ProAct Safety® has successfully certified over one thousand Internal Consultants across every major industry. The Lean BBS® Internal Consultant Certification Workshop is designed for organizations that desire to internalize and sustain their own approach to Behavior-Based Safety (BBS).

This intensive, highly interactive workshop will fully qualify attendees to return to their organizationsand design a customized plan to strategically implement or improve an existing Behavior-Based Safety process. This approach is ideal for companies who want to maximize their own ability to implement the most effective and efficient approach to BBS, regardless of challenging industry or logistics; or who want to ensure a proven approach to find new sustainable results while minimizing outside costs.

Creating Internal Capabilities This workshop will train participants to utilize ProAct Safety's proven Lean BBS® methodologies for facilitating an implementation. Most importantly, it will prepare the attendees to anticipate and address the issues that can challenge the success to Behavior-Based Safety approaches. Participants will be able to identify opportunities to minimize the perception of change, achieve the quickest success possible, and ensure long-term process sustainability.

This approach is not a train-the-trainer course, nor is it intended to teach individuals to simply deliver training on Behavior-Based Safety. Every site will have its own unique challenges and cultures. To allow the internal consultants the most opportunities for success, it is extremely important they understand and internalize the strategies to identify the site-specific variables that have become, or could become, problematic barriers.

Lean BBS® utilizes aspects of performance and quality systems to drastically reduce the typical internal resource requirements of a Behavior-Based Safety process. Lean Behavior-Based Safety focuses on leveraged use of resources resulting in quicker and more sustainable results in a shorter time, with less disruption to operations, and less resistance from workers and unions.

Participants will leave this workshop with the knowledge and skills to:

· Conduct an assessment to determine site readiness

· Strategically plan a custom implementation of BBS

· Appropriately select steering team members and observers

· Manage and coach the team through a BBS implementation or expansion

· Ensure site leaders understand the process and adapt the process to the specific needs and culture of the site

· Develop a site-specific checklist or focus of behaviors and precautions which will have the greatest impact on accident prevention

· Choose from multiple observation and feedback strategies to ensure a customized approach that best fits their organization and challenges

· Build a management-support infrastructure to ensure long-term success

· Hold kickoff activities to start the BBS process

· Monitor and audit the process to keep it on course

· Continuously improve the process

Advanced Elements:

Change Management: The psychology of resistance to change, and how to avoid creating resistance

Culture Change Strategies - A Best Practices Approach

Advanced Assessment Strategies - Developing Quick Wins

Building understanding and support for the BBS process prior to assessment or implementation

Strategic options for implementation that customize the process for the site culture

Re-energize Your Existing BBS Process Unfortunately, it is common to see the results from many traditional Behavioral Safety processes plateau after the first two to three years of operation. At that point, the process can become routine and lose the original result-based orientation. The successes that motivated the process early-on disappear and the entire process tends to slowly lose momentum. Successful Behavior-Based Safety processes do not typically fade away, but can be much less effective than they are capable of being. This is the perfect time for BBS process improvement. Improvement strategies can accomplish several important objectives:

· Attain the next step in accident-reduction results through better targeting

· Increase the level of expertise in the personnel active in the process

· Integrate new techniques to enhance existing observation and data analysis strategies

· Re-energize the process utilizing Lean BBS® techniques to improve results and increase employee participation

· Reduce manpower requirements to maintain the process

· Assess the existing Behavior-Based Safety process for foundations to build on

· Make more efficient use of site leaders and steering teams

· Narrow the focus of the checklist to improve efficiency

· Focus observations where they will produce the best results

· Learn tactics for continuous process improvement to ensure process sustainability

Safety Culture Excellence 101: Insight into Culture from the Guru

Dates and Locations 19 July 2012 (8:00am - 4:00pm)

Minneapolis, MN – Location TBD

Investment $399 per attendee (meals included)

Description

This workshop is intended for individuals with a desire and capability to internally achieve and sustain safety culture excellence, not those looking for a silver bullet or off-the-shelf methodology. Creating a sustainable safety culture only occurs through an internalization of key principles outlined in this energetic and insightful workshop.

Organizations in every industry eventually reach an important realization: safety excellence is equivalent to business excellence. With this, it is little wonder why there has been a significant, yet unfocused, interest in safety culture.  Having a desire for such a reality is step one. Knowing where to focus your energy is step two. Internalizing the capability to achieve and repeat the results is the final step.

Most never make it past the first step, which results in a never-ending search for the next, latest-and-greatest program, process, or methodology. Unfortunately, this rarely leads to success. Rather, a program-of-the-month perception is created and reinforced; or even more dangerous, beliefs are created:

1. There is no way to get further improvement, so incidents are inevitable

2. Loss of sense of vulnerability

3. We must be good if there is nothing else to improve

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.

In this highly inspirational session, ProAct Safety will share experiences from projects with many of the best international organizations to achieve and sustain excellence in culture and performance.

Objectives

· Practices of many of the best performing organizations in safety and operational excellence will be reviewed.

· Attendees will be provided strategies to self-diagnose transformational opportunities for internal pathways to performance excellence.

· Learn the proven elements of Safety Culture Excellence and behaviors of the best companies to sustain this desirable goal.

· Models and approaches that have resulted in millions of annualized savings will be provided for internal usage by the attendees.

· Learn what it takes to find the leverage point to proactive engagement and create a culture of passionately proactive workforce: the answer to successful sustainability.

Safety Metrics 101: Expert Insight into Safety Measurement

Dates and Locations 19 September 2012 (8:00am - 4:00pm)

Boston, MA – Location TBD

Investment $799 per attendee (meals included)

Description

What is the best measure of safety performance? Is it the traditional recordable rate, severity rate, cost of accidents, near-miss numbers, physical audit scores, behavioral observations, percent safe, or perception surveys? The best answer may be “All of the above.”

Achieving safety excellence has taught us that most safety executives are not getting the results they want because they are not measuring what they want. Moreover, it is easy to forget that sometimes an imprecise measurement of the right thing is better than a precise measurement of the wrong thing.

This enlightening workshop explores the misconceptions that currently hinder the best and brightest safety leaders from achieving and sustaining measurable safety excellence. Gain insight into a better-practices approach to safety measurements currently being utilized by many of the best in safety.

Learning Objectives:

· Learn how to measure what is important in safety

· Move from lagging to leading indicators

· Evolve from leading to transformative indicators

· Learn how the current measurements demotivate discretional performance

· Learn how to use transformational measurements to motivate performance

· Learn how to measure and manage performance, rather than results

· Principles of effective measurement systems

· A conceptual overview of a Balanced Scorecard for Safety Metrics

The Transformational Leader: Establishing Cultural Excellence

Dates and Locations 20 September 2012 (8:00am - 4:00pm)

Boston – Location TBD

Investment $499 per attendee (meals included)

Description

Health, Safety, and Environmental (HSE) professionals face an increasing challenge, one that intensifies with each new hypercompetitive priority. It is little wonder why organizations strive to move safety from a priority to a value. To create these shared values within an organization, they must be reinforced at or near the point of decision. In principle, this always holds true. In practice, accomplishing this grows increasing difficult.

Simply stating that safety is a value at an increasing frequency and passion does not make it so. The successful HSE leader of tomorrow cannot simply work towards value creation; they must become a transformational leader.

Key Issues Addressed During Workshop

· The challenges facing future HSE leaders

· Redefining safety excellence

· Transformational opportunities for further cultural and performance improvement for organizations already leading in safety efforts

· Best practices of top performing organizations in safety and operational excellence

· Strategies to self-diagnose for transformational opportunities within your organization that will put you onto the path to safety excellence

· Proven elements of the safety culture excellence model and behavior of the best companies to sustain this desirable goal

· How to engage employees in safety, solicit discretional effort, and create a workplace culture that is committed to sustaining safety excellence

· Updated safety models and approaches that have resulted in millions of annualized savings

· A review of the better practices of excellence cultures

· A review of the elements of Safety Culture Excellence

Using Near-Miss Data for Successful Loss Control

Dates and Locations 15 May 2012 (8:00am - 4:00pm)

Baltimore, MD – Location TBD

7 November 2012 (8:00am – 4:00pm)

Dallas, TX – Location TBD

Investment $649 per attendee (meals included)

Description

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.

Learn to:

· Achieve accurate near-miss reporting

· Determine the most effective accident prevention strategies

· Use your data to its fullest potential

· Develop a standard term and definition for a near-miss

· Review examples of the best reporting systems and forms in safety

· Enhance motivators and reduce demotivators that impact reporting

International Safety Excellence Coach Shawn M. Galloway of ProAct Safety shares the five most frequently found perceptions that become dangerous beliefs in organizations on the path to safety excellence. To see more Culture Shock Videos or read Shawn's column in Canadian Occupational Safety Magazine, visit www.cos-mag.com. For all articles, videos and podcasts visit www.ProActSafety.com/Insights or the blog at www.SafetyCultureExcellence.com

Have a great week!

Shawn M. Galloway

ProAct Safety, Inc.

Between the recent articles in safety publications and the capsizing of the Costa Concordia, there is a renewed dialogue among safety professionals and others about accident causation. In the first third of the last century Heinrich proposed, from his observations of accident reports, that 88% of all accidents were the result of unsafe acts, 10% from unsafe conditions, and 2% from undetermined causes. One author recently refuted this, mainly citing the tendency to blame employees for accidents when much of the “cause” was due to systems issues controlled by managers.

While there is validity in looking beyond human behavior, there is great danger in overlooking it and its critical role in accidents. We should always look at the “why”, but we can’t forget the “what.” It looks like we have opened the door to a whole new set of terminology around what has been traditionally labeled “immediate cause,” “underlying cause,” “root cause,” and “contributing factor.” If changing terminology or consolidating terminology helps prevent accidents, I am all for it.

From the discussions on line, there may be a need for better developing the talking points around accident causation. It is hard to synergize solutions when it takes 1200 comments in a LinkedIn group just to get everyone agreeing on terms.

The main point that must not get lost in this discussion is the fact that behaviors , regardless of what causes, prompts, or influences them are critical to risk control and, thus critical to accident prevention. We have assumed a lot over the years about what causes human behavior and how to change it. However we approach it in the future, we must not forget it. If a driver swerves into the other lane, the probability of an accident just dramatically increased. THAT is human behavior.

Now, how do we keep drivers in their own lanes? That is the next level. We err when we think that changing the influences on behavior will automatically and completely and immediately change behavior. If we don’t change behavior, we have missed the mark or are shooting at the wrong targets. It is not about blame, it is about prevention.

If we forget this basic premise as we strive to better understand its causes and influences, we are taking a step forward and falling hopelessly backwards. We need to understand the next level of causation or influence or systems issues or whatever we decide to call it so we can use it to shape behavior, not forget it.

Terry L. Mathis

CEO and Founder

ProAct Safety, Inc.

www.ProActSafety.com

With my many travels, fortunately or unfortunately I come across some strange situations. Perhaps it’s because I look at things differently, I see things that others don’t, have a strange sense of humor, or just happen to have a camera when someone is doing something completely ridiculous. If you have participated in any of my workshops or seminars you have seen my collection of close to 2000 of these pictures. I’ve decided to start sharing the ones I have personally taken here. I’m curious who might have the best responses to the following two questions:

1. What is wrong with this picture?

2. If you expressed concern to them, what rationale do you think they would provide as a response?

(Remember people do things for a reason. Always seek to understand the reason if you want to influence future decisions.)

I look forward to your thoughts!

Shawn M. Galloway

www.ProActSafety.com

Shawn M. Galloway of ProAct Safety discusses how to change workforce behavior through training. MetaPower's Carl Green asks: "How can we design training vehicles with both technical and cultural parameters?" This conversation is Part 2 in the Listening To Learn series from MP Media. Visit the MetaPower Blog for more Messages That Matter: blog.MetaPower.com For more about Shawn Galloway or ProAct Safety visit: www.ProActSafety.com.

The interview took place in Philadelphia on October 31, 2011 at the National Safety Council Congress & Expo. Produced by Greg Gibson of MP Media/MetaPower International, with assistance from Kevin Healy. You can watch or download the video here, or watch it on YouTube:

Have a great week!

Shawn M. Galloway

ProAct Safety, Inc.

Are you integrating safety into your business? If so, great it is a wonderful thing to do. But, have you also integrated your business into safety? One cannot successfully be accomplished without the other. If you are a successful business and are on the path to safety excellence, what business principles and practices helped you become successful in the marketplace? How can those practices enhance other areas of operations like, safety?

If people do not see the same level of efficiency and effectiveness in safety as they do in their business, how excited are they going to be when being told safety needs to be the way they do their business? If we want people to see how safety helps them with their performance, they have to see integration potential from all angles. What practices do you excel at in business and how could those practices enhance the value-add of safety?

You can either watch the video here at www.SafetyCultureExcellence.com, or you can watch it below from YouTube.

Shawn M. Galloway

ProAct Safety

www.ProActSafety.com

www.SafetyCultureExcellence.com

Welcome to 2012. I’d like to start our fourth year podcasting with a video challenge. Two years ago I recorded a very similar video standing in almost the same spot. I asked you what your focus was going to be in 2010. But the focus I was asking about was what you were going to focus on in safety? This year, I ask what are you going to focus on for your career in 2012? While I don’t advocate selfishness, the reality is if you don’t focus first on yourself, you might not have a career for you to make a difference in the lives of others.

Consider the following questions:

· What books are you going to read?

· What seminars are you going to attend?

· What groups are you going to learn from?

· How are you going to maximize the increasing availability of new ideas?

· How are you going to show your ideas

· How are you going to demonstrate value?

· What is the legacy you are going to leave behind?

· What do you want people to believe about you? – boss, peers, those you support in safety?

· What do you need to do to create that legacy?

· How are you going to monitor progress?

· What are you going to do to make certain 2012 becomes a more value-contributing year than ever before?

You can either watch the video here at www.SafetyCultureExcellence.com, or you can watch it below from YouTube.

I wish you a great 2012 and hope it will be your best year yet!

Shawn M. Galloway

ProAct Safety

www.ProActSafety.com

January 2011

1. On Second Thought: Outsmarting Your Mind’s Hard-Wired Habits by Wray Herbert

2. Leaders at All Levels: Deepening Your Talent Pool to Solve the Succession Crisis by Ram Charan

3. Million Dollar Consulting: The Professional’s Guide to Growing a Practice by Alan Weiss

4. The First 90 Days: Critical Success for New Leaders at All Levels by Michael Watkins

5. How To Maximize Fees In Professional Service Firms by Alan Weiss

6. Contrary to Popular Belief: More than 250 False Facts Revealed by Joey Green

7. The Invisible Gorilla: And Other Ways Our Intuition Deceive Us by Christopher Chabris and Daniel Simons

8. Be the Pack Leader: Use Cesar’s Way to Transform Your Dog… and Your Life by Cesar Millan with Melissa Jo Peltier

9. Make Today Count: The Secret of Your Success Is Determined By Your Daily Agenda by John C. Maxwell

10. Team of Rivals: The Political Genius of Abraham Lincoln by Doris Kearns Goodwin

February 2011

1. The Leadership Engine: Building Leaders at Every Level by Noel Tichy with Eli Cohen

2. Million Dollar Speaking: The Professional’s Guide to Building Your Platform by Alan Weiss, Ph.D.

3. Understanding A3 Thinking: A Critical Component of Toyota’s PDCA Management Systems by Durward K. Sobek II and Art Smalley

4. For Whom the Bell Tolls by Ernest Hemmingway

5. What Is Six Sigma? by Pete Pande and Larry Holpp

6. The Secrets of Power Negotiating: How to Gain the Upper Hand in Any Negotiation by Roger Dawson

7. Globalization (EK Essential Managers) by Pervez Ghauri and Sarah Powell

March 2011

1. Self Comes to Mind: Constructing the Conscious Brain by Antonio Damasio

2. Sleights of Mind: What the Neuroscience of Magic Reveals about Our Everyday Deceptions by Stephen L. Macknik, Susana Martinez-Conde and Sandra Blakeslee

3. Gung Ho! Turn On the People in Any Organization by Ken Blanchard and Sheldon Bowles

4. Value-Based Fees: How to Charge – and Get – What You’re Worth by Alan Weiss, Ph.D.

5. Please Hug Me—I’ve Been Delayed: The Only Guide You’ll Ever Need to Help You Survive These Not-So-Friendly Skies by Jeff Michaels

6. Buy-In: Saving Your Good Idea from Getting Shot Down by John P. Kotter

April 2011

1. Leading The Charge: Leadership Lessons From The Battlefield to the Boardroom by General Tony Zinni and Tony Koltz

2. The Death of Ivan Ilyich by Leo Tolstoy

3. Million Dollar Coaching: Build A World-Class Practice by Helping Others Succeed by Alan Weiss, Ph.D.

4. The Five Most Important Questions You Will Ever Ask About Your Organization by Peter F. Drucker with Jim Collins, Philip Kotler, James Kouzes, Judith Rodin, V. Kasturi Rangan, and Frances Hesselbein

5. The Dip: A Little Book That Teaches You When to Quit (and When to Stick) by Seth Godin

6. Fast Food Nation: The Dark Side of the All-American Meal by Eric Schlosser

7. Business Etiquette: 101 Ways to Conduct Business With Charm and Savvy by Ann Marie Sabath

8. Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results by Roger Connors and Tom Smith

9. The Checklist Manifesto: How to Get Things Right by Atul Gawande

May 2011

1. Ignore Everything: and 39 Other Keys To Creativity by Hugh MacLeod

2. Poke The Box by Seth Godin

3. The Consulting Bible: Everything You Need to Know to Create and Expand a Seven-Figure Consulting Practice by Alan Weiss, Ph.D.

4. It’s Your Ship: Management Techniques From the Best Damn Ship in the Navy by Michael Abrashoff

5. Meditations by Marcus Aurelius, Emperor of Rome

6. Tell to Win: Connect, Persuade, and Triumph with the Hidden Power of Story by Peter Guber

7. Decision Points by George W. Bush

8. The Global Consultant: How To Make Seven Figures Across Boarders by Alan Weiss and Omar Khan

June 2011

1. Thrive! Stop Wishing Your Life Away by Alan Weiss

2. The Four-Hour Body: An Uncommon Guide to Rapid Fat Loss, Incredible Sex, and Becoming Superhuman by Timothy Ferriss

3. The Company We Keep: A Husband-And-Wife True-Life Spy Story by Robert Baer and Dayna Baer

4. Leadership Lessons of the Navy Seals: Battle-Tested Strategies for Creating Successful Organizations and Inspiring Extraordinary Results by Jeff Cannon and Jon Cannon

5. In The Sounds and Seas Volume 1 by Marnie Galloway

July 2011

1. Heaven is For Real: A Little Boy’s Astounding Story of His Trip to Heaven and Back by Todd Burpo with Lynn Vincent

2. Flow: The Psychology of Optimal Experience by Mihaly Csikszentmihalyi

3. The Fountainhead by Ayn Rand

4. 10 Stupid Things Couples Do to Mess Up Their Relationships by Dr. Laura Schilessinger

5. Reward Systems: Does Yours Measure Up by Steve Kerr with Glenn Rifkin

August 2011

1. Lessons in Mastery by Anthony Robbins

2. Crime and Punishment by Fyodor Dostoyevsky

3. Organizational Consulting: How to Be an Effective Internal Change Agent by Alan Weiss

4. The Oz Principle: Getting Results Through Individual and Organizational Accountability by Roger Connors, Tom Smith and Craig Hickman

5. The Art of Non-Conformity: Set Your Own Rules, Live the Life You Want, and Change the World by Chris Guillebeau

September 2011

1. The Lords of Strategy: The Secret Intellectual History of the New Corporate World by Walter Kiechel

2. How Did That Happen?: Holding People Accountable For Results the Positive, Principled Way by Roger Connors and Tom Smith

3. The Six Characteristics of Highly Effective Change Leaders: by Brett Clay

4. Leadership is An Art by Max Depree

October 2011

1. Triangle: The Fire That Changed America by David von Drehle

2. Man’s Search For Meaning by Victor E. Frankl

3. Managing the Generation Mix: From Collision to Collaboration by Carolyn A. Martin, Ph.D. and Bruce Tulgan

4. Journey to the Emerald City: Achieve a Competitive Edge by Creating a Culture of Accountability by Roger Connors and Tom Smith

5. The Secret by Rhonda Byrne

6. The Steve Jobs Way: iLeadership for a New Generation by Jay Elliot and William L. Simon

7. Process Consulting: How to Launch, Implement, and Conclude Successful Consulting Projects by Alan Weiss, Ph.D.

8. Change Anything: The New Science of Personal Success by Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, and Al Switzler

9. Doing Well By Doing Right: Guidelines, Accountabilities and Discussion About Ethical Management Practices by Alan Weiss, Ph.D.

November 2011

1. The Way We’re Working Isn’t Working: The Four Forgotten Needs That Energize Great Performance by Tony Schwartz

December 2011

1. The Tell-Tell Brain: A Neuroscientist’s Quest For What Makes Us Human by V.S. Ramachandran

2. The Millionaire Messenger: Made a Difference and a Fortune Sharing Your Advice by Brendon Burchard

Happy reading!

Shawn M. Galloway

ProAct Safety, Inc.

December 2011

1. The Tell-Tell Brain: A Neuroscientist’s Quest For What Makes Us Human by V.S. Ramachandran

2. The Millionaire Messenger: Made a Difference and a Fortune Sharing Your Advice by Brendon Burchard

Happy reading!

Shawn M. Galloway

ProAct Safety, Inc.

Greetings all! For the video podcast this month, I'd like to share with you one of my models that explains my theory on how we can help people internalize a needed focus in safety. If we want people to be safe, this means risk-free. For this to happen, safety strategies need to be portable and facilitate internalization. I hope you will use these steps to help the people you are supporting in safety. You can either watch the video here at www.SafetyCultureExcellence.com, or you can watch it below from YouTube.

I hope you enjoy and have a great week!

Shawn M. Galloway

ProAct Safety, Inc.