The above photo is the iconic shot of 11 steel workers as they take a break, perched on what was to become the 69th floor of Rockefeller Center in 1932. This building’s construction, along with many other New York buildings, unfortunately claimed many peoples’ lives. This was the height of the Great Depression and most […]
I met with the head of safety for a global oil services company last week, John. John was very proud of the difference that he had made at the company, and indeed to me it was clear he had made huge progress in both getting the numbers of people being injured down and building a […]
We call organisations where people thrive Why-Based Organisations because, in order for people to thrive, they have to be working on things that really matter to them. These organisations know their Why – their ‘cause, purpose, or belief’ – as defined by Simon Sinek. But more specifically, the Why identifies the unique contribution an organisation makes in the […]
Let’s make things really simple. Run with me on this one – there are only two things in this world, Context and Content. Content, the stuff we do, the work we take on, how we do it, all the conversations we have, the things in our lives… Context, the meaning we make of all of […]
When flying home from Zurich yesterday and listening to the safety brief I was struck by the relevance of these instructions. The message is to put your own oxygen mask on before you help anyone else with theirs, simply because if you aren’t in good shape, you won’t be able to look after anyone! The […]
In recent years, many people have become dissatisfied with the amount of energy and effort spent on safety, which increasingly doesn’t generate the performance expected. It often seems like we are continuing to put more and more in, and are getting less and less out. The more we focus on the deficit, the larger it […]
A safe organisation is not an organisation that has reduced the harm it does to people. Safety isn’t the absence of anything, it isn’t the absence of physical harm, or even emotional, mental or spiritual harm. We don’t believe that safety is the absence of anything. In Safety, to find enduring solutions, we need to […]
In our previous article, Performance Unlocked, we discussed the increasing and alarming trend of worker engagement decreasing worldwide. A staggering 87 percent of workers are not engaged at work, according to the latest Gallup survey.
I’ve had the privilege to work with and to coach people who really do ‘Lead from the Heart.’ You know when you meet these people – they connect with you on a different and deeper level, and they are more interested in you as a person than anything you could do for them. In fact, they are often more interested in what they can do for you!
In the previous post, we observed that it’s better for both safety and performance to assume people are the solution, not a problem to be solved. We also said that it’s ok to provide boundaries and conditions and expect people to work inside them. In this post, we want to talk about how to unleash people to be and do their best.
Don’t you hate it when some writer overgeneralises with a statement like, “there are only two kinds of people.” Of course, there are not two kinds of people. But just for fun, let’s pretend there are two kinds of people:
Safety is one of humankind’s most fundamental concerns. In everything we undertake, we hope to emerge on the other side intact and free from harm—ideally having learned something from the experience we can take with us into the next experience.
I believe that it is possible, through practice, to reorient oneself from being habitually disconnected from life and transition to living in harmony with one’s true nature. For me, this is what is means to live a life of purpose, to have a Why.
We hope our leaders enrol us into inspiring futures, and engage us in the hard work required to bring this into reality, even when at first it might seem impossible to do so. We also expect leaders to walk the talk and to demonstrate what living from that future looks like in the face of everyday challenges. Therefore, leading change is at the very core of what it means to be a leader.
I recently came across this quote from John Quincy Adams, the 6th President of the United States, who was in office from 1825-1829. It reminded me that leadership is not a title, a role or a position; it is simply who you are being for others. When I talk about leadership I ask the audience one simple question: If there is one thing that you need to be a leader, what is it?
We often joke that change is the one thing that is constant in life. There is easy access to plenty of research and publications about the relative merits of different approaches, yet we also hear that the majority of change efforts fail to meet the planned results. How can this be for such an important subject area, given that many business rely so heavily on change processes to deliver [...]
An Organisation in its simplest form can be viewed as a collection of people who share a common belief and have got together to be able to accomplish more of it than they could individually. Thinking about an organisation as the sum of all these people and the energy they bring, both individually and more significantly when working effectively together, gives us access to better understanding [...]
When the results we’re getting give us mediocre or unsatisfying performance, what should we do? It's said that Einstein remarked, “Doing the same thing again and again and expecting a different result is the definition of insanity.” Repeating what we have always done will doubtless get us the results we have already been getting, however we often hope for more. So what should we do?