Articles and posts written by the Kinetic Leadership Institute team are available here.

All articles are downloadable.

  • Value statements of "we care" are meaningless if they are not back up by action. Is it possible that we are escalating the possibility of an incident by neglecting the welfare of our teams for greater profitability?

  • Having a culture that embraces safety as an ideal does not just happen; it needs to be forged. This article offers seven practical ideas leaders can use to improve their culture.

  • How much of what is being done to create a resilient safety culture is even necessary? Moreover, are we focusing on the right things?

  • Tony Dovale said it best: “Even the best mindset will become contaminated and eventually blunted in a toxic organisational culture.” How can we create environments where our workers take full ownership for safety?

  • How can we be more effective in persuading our workers to be mindful and focused on safety?

  • One of the key factors when it comes to embedding a resilient safety culture is having employees who are alert, are vigilant in taking the necessary precautions and are focused on working safely. In short, we need people who are switched on.

  • It is very easy to blame accidents on human error after an incident has occurred. Maybe there are more dynamics to things going wrong than we like to admit.

  • Having mindful people working safely significantly reduces the likelihood of incidents. So how do we get them to be committed to safe production?

  • Corporate culture is the biggest driver of safe behaviour, while punishment and procedures have limited effects. How can we use this phenomenon to our benefit?

The global environment has not only changed the way business is performed, it has also changed the criteria for successful leadership – Gary Hamel