Positive Influence:

Cutting Edge Ideas on Behavior-Based Safety, Quality and Leadership

When Rewards Don't Work

When Rewards Don't Work

Everyone has read a book or an article on "how to deliver positive reinforcement." In most cases the author has provided the rules of reinforcement; a list of potential reinforcers - tangible, intangible, social, symbolic, etc. Or the KISS rule - keep it simple stupid - for delivery.

Many of the rules suggest things to say and when to say them. Using one of the many formulas for selecting what to say, or which tangible to use (cup, t-shirt, plaque), includes an element of risk - the risk that for that person, that form of verbal or non-verbal reinforcement is not effective.

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Fatal Flaws #2: Employee Participation

Fatal Flaws #2: Employee Participation
Currently, there are 3 areas where even the most sophisticated organizations are failing to perform. By failure I mean performance improvement opportunities are being ignored because of these 3 flaws.


1. Behavioral Technology

2. Employee Participation

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Fatal Flaws That Cost Organizations Billions in Lost Profit

Fatal Flaws That Cost Organizations Billions in Lost Profit

Currently, there are 3 areas where even the most sophisticated organizations are failing to perform.  By failure I mean performance improvement opportunities are being ignored because of these 3 flaws.

1. Behavioral Technology

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How Safety Professionals Can Increase Organizational Profitability: A Conversation

How Safety Professionals Can Increase Organizational Profitability: A Conversation

I recently had a conversation with a Safety Professional from a Fortune 100 company. I repeat it here so that you can draw your own conclusions.

Jim, before you implemented behavior based safety did you have a well designed safety management system?

Jim said, "Oh yeah, we thought it was world class."

Then why did you implement BBS?

"Many reasons; we had more recordable injuries than we thought we should and we knew that a high percentage of them were caused by behavior - employee behavior, supervisory behavior, and leadership behavior."So it wasn't because you had a weak system?"Oh no, the system was good; people were not following the system, the procedures, the rules - they weren't doing what they were trained to do." So the issue was not the system; it was behavioral?

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Serious Injury and Fatality Prevention

Serious Injury and Fatality Prevention

The first is that organizations with BBS processes are continuing to see serious injuries and fatal incidents occur. And second, that much of the world is experiencing this epidemic, but at a much higher frequency than the United States and Europe. There is an important safety issue facing organizations seeking world class employee safety.

The last 30 years have seen steady improvement in job safety for the average American worker. Increased leadership commitment has advanced  job safety from a situational priority to a corporate value. Organizations have discovered that safety is good business.

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Changing the Bullying Boss

Changing the Bullying Boss

Interpersonal Skills Training

A question that looms large is whether leaders, managers, and supervisors can be trained to be inter-personally effective.  Interpersonal skills training has been implemented by enlightened human resource and training departments for many decades. The question is, can people be trained to be sensitive?

Although an abundance of training has been delivered, the trained skills were perceived to be elective rather than mandatory.  Few companies have codified interpersonal effectiveness as a condition of employment. It is seldom measured, tracked, and used as a basis for decisions about pay raises, promotion, and employment or used in recruiting and hiring practices.

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