Last I wrote, like you, I was excited about the beginning of summer. Oh, how time flies. The busiest workload ever and plenty of personal plans. Then the phone rang. It was my brother calling from the emergency room, not the one he works in, another one. He was just diagnosed with leukemia. 110 very rough days later he is well on the way to recovery. Left in the wake were all those busy plans.
What struck me about this experience is how very much it is like getting seriously injured at work. Starting with the jolting phone call, dropping everything, all those important things that were keeping you so very busy, to the endless days and nights not knowing. Then when it looks like you are going to make it, all those questions: How will my life be different? Will I be able to work? How will I feed my family and put a house over our head? What about those important things that were keeping me so busy? Those of you have attended our classes or read Alive and Well At The End Of The Day know that is the Case for Safety.
The difference between a serious illness and a serious injury is we have very little say, or control, over an illness selecting us. (Lifestyle illnesses excepted.) On the other hand, with an injury we have control over many, most, of the factors that can make a difference between us, and those who work with us, getting hurt and going home safe.
In this month's Managing Safety Performance News™ Paul talks about all the very important things that keep supervisors and managers busy, busy, busy and the importance of using what he calls Smart Energy© to make a difference sending people home safe.
~ V. Scott Pignolet
NEW & EXCITING
We are pleased to announce the addition of Louis Mangione to our staff of Consultants-Instructors. Louis is nationally recognized as one of the most dynamic and effective teacher’s coach in education today. Louis has worked with thousands of school teachers across North America; now he’s also our coach for Balmert Consulting instructors, helping us raise the bar on our industry-leading classroom delivery. Louis’ brilliance is his ability to identify what works, and what could work better, and effectively coach teachers in classroom delivery. He provides practical and innovative strategies for increasing student engagement and uptake of the lessons taught.
Now we are making Louis’ strategies and coaching available to you and your organization.
TEACHING THE TEACHER™
Over the last ten years we have been asked on numerous occasions to teach people to teach like we teach. Paul Balmert wrote and teaches our Teach the Teacher course. In January he and Louis will combine talents and team up to co-teach the course. The practical what to do and how to do it from Paul and fine-tuning and practice under the watchful eye of Coach Louis. The addition of Louis makes an already great course about effective teaching the best in the industry.
January 7th & 8th, 2014
Humble (Houston) Texas
For more information or to register contact V. Scott Pignolet at (281) 359-7234 or email@example.com
Click Here for More Information
BUSY, BUSY, BUSY
by Paul Balmert
"More to do than can ever be done."
~ The Lion King
Time is the scarcest resource any leader has. A leader can have authority to hire more staff, buy more equipment, or expand a production line, but no leader can requisition more time. As for working longer hours, there aren't very many leaders left who haven't maxed out the number of hours in the workday.
As to how to spend that scarcest of resources, multi-tasking might seem like the solution. The truth is there are only so many things a leader can pay attention to. If you doubt that, try handling a crisis on your cell phone, while driving though rush hour traffic. You know what's going to get your attention – as opposed to what should get your attention.
On second thought, don't even try that. Even if it's the boss calling.
THEN — And NOW
In the 21st century the practical problem that every leader faces is that there are just too many things to do, and not nearly enough time to get them done – let alone get them done well. It wasn't always that way.
As hard as it might be to imagine, more than a century ago, John D. Rockefeller managed his global empire, Standard Oil, with little more than a telegraph machine and the postal service. SO had a big refinery in Louisiana and a petroleum transportation business in China. Still, John D. was pretty much a 9 to 5 kind of manager, and a big believer in the value of quality time with his family. He was seldom late for dinner.
In the 50's, at 5 pm Dwight Eisenhower would clear off his desk, sweeping everything into a drawer. He was a clean desk kind of manager. Then he'd head out for a round of golf – without a cell phone. Yes, he was the President of the United States, but Ike didn't let that stand his job in the way of some quality time with his golf clubs.
The world has changed.
A couple of months ago, I sat in the lobby of a headquarters building, waiting for a great leader I know who runs a big division in his global company. I was in from out of town. Actually, I was in from an altogether different continent. Our 5 PM appointment time came and went. I waited, and waited, and waited; the guy who was waiting with me finally gave up and left.
Eventually this leader came scurrying off the elevator. He began apologetically: "Just as I was walking out the door, my boss called. We don't get to talk all that much. I hope you'll understand."
I understand perfectly: there's always "more to do than can possibly be done."
A CENTURY OF PROGRESS?
Here you sit with all the benefits of a hundred and fifty years of the industrial learning curve, with a dazzling array of communications tools literally at your fingertips, not to mention in your ear. Armed with that, your job of managing your operation should be a far easier than John D. Rockefeller or Dwight D. Eisenhower ever imagined.
But it isn't.
You know all the reasons why. Everybody knows the reasons why. To mention just one, there are all those ... (Continues)