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Alive and Well at the End of the Day


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Table of Contents

Introduction ix Acknowledgments xiii About the Author xv Chapter 1 A Guide to the Guide: Getting the Most Out of This Book 1 Chapter 2 The Case for Safety 7 Chapter 3 The Practice of Leadership 17 Chapter 4 Moments of High Influence 27 Chapter 5 Managing By Walking Around 35 Chapter 6 Following All the Rules . . . All the Time 45 Chapter 7 Recognizing Hazards and Managing Risk 53 Chapter 8 Behavior, Consequences-and Attitude! 69 Chapter 9 The Power of Good Questions 87 Chapter 10 Making Change Happen 93 Chapter 11 Managing Accountability 101 Chapter 12 Safety Meetings Worth Having 111 Chapter 13 Managing Safety Suggestions 121 Chapter 14 Creating the Culture You Want 129 Chapter 15 Investing in Training 143 Chapter 16 Understanding What went Wrong 157 Chapter 17 Measuring Safety Performance 169 Chapter 18 On the Horns: Managing Safety Dilemmas 189 Chapter 19 Leading from the Middle 209 Chapter 20 The Top 10 Mistakes Managers Make in Managing Safety Performance 223 Chapter 21 Execution: The Name of the Game . . . and Safety's Bottom Line 253 Chapter 22 Can You Really Make a Difference? 265 References 269 Index 271

About the Author

PAUL D. BALMERT has more than thirty years of experience in the chemical industry, including front-line supervision. He is currently Principal in Balmert Consulting, a firm dedicated to helping organizations improve the management of their operations, with an emphasis on safety. A frequent lecturer at academic institutions and professional associations, Mr. Balmert has helped companies in the Americas, Europe, and Asia dramatically improve safety.


"Just received my copy of Paul?s book today and burning through chapter 2 ? what a clear and accurate delivery of the realistic world in which we work! Great stuff!" - Craig Huffman, Director, ISP Safety Services

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