Safety Leadership

Colin Duncan of DEKRA Insight discusses why executive leaders who want to make an impact on safety must "ground that effort in an honest perspective of what safety really is."

Steven Luttrull and Jennifer McKelvey from DEKRA Insight offer guidance on understanding and developing your personal brand to improve job performance, satisfaction and effectiveness.

Great safety leaders change the culture for the better, but how they impact culture change depends on a leader’s unique role. For front-line supervisors and managers, becoming a great safety leader is a special challenge.

For years, organizations have sought to understand the growing gap between incident rates that have steadily declined across industry and fatality rates that have not. The answers have challenged the conventional wisdom on accident causation.

“Getting” safety includes not just understanding the importance of it, but also having a willingness to personally invest yourself in the process – and that's when three things start to look and feel different.

The lone genius is a nice idea, but it isn’t real life. In real life, great visionaries are supported by a wide variety of people who help shape the ideas, build the processes, generate demand and deliver the outcomes.

What is the truth about systems and culture, and how should leaders approach this question?

Why do good leaders sometimes make bad decisions?

There’s some interesting work being done in areas around the world that are known for long histories of conflict. Several organizations are taking a fresh look at how to overcome poverty, factional violence and the legacy of repression that have dominated these environments for so long – and create a different future.