HLBoling Success Is Building

SUCCESS IS BUILDING
A SAFE PRODUCTIVE
LEADERSHIP PROCESS
H. L. Boling, C.M.S.P.
H. L. Boling & Associates, Inc.
SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS
A positive attitude and
actively caring about
people develops good
people skills that create a
positive and safe work
atmosphere.
People don’t leave companies; they

leave people and go to work for
another company
A consistent positive
attitude builds your
confidence to succeed

People and companies do
not succeed without good
people skills. It takes
leading by example,
confidence, determination
and a positive attitude to
get there.

A positive attitude and
determination is the
greatest motivation to
success

ASK YOURSELF DAILY
How can I safely perform better?

How can I improve?
Then tear down all your

perceived barriers and move
forward

Make success a habit
and make a
habit of success

Your results in success
are directly
proportionate to the
effort you put forth

NEVER say
“I will try to do it”
ALWAYS say
“I will do it”

It takes a positive attitude
and determination to
achieve success and
utilization of good people
skills to define and sustain
the process.

When was the last
time your attitude
made a difference in a
positive manner?
Negative manner?

How does your
attitude affect your
job?

Do you build a positive
atmosphere at home,
or when interacting
with your co-workers?

The individuals in your
life that have impacted
you in a positive
manner; did they
possess good people
skills and were their
attitudes positive?

Your attitude reflects you !
Where do you want to be?
Jim is always positive

Linda has a can do attitude
Bob is always on top of things
Mary can bring a smile to any
situation

Your attitude reflects you !
Where do you want to be?
Jim never says a kind word

Linda always talks about what she can’t do
Bob never seems to know what is going on
Mary brings gloom and doom to every project
we start

Attitude affects you,
your family, your job
and
fellow workers

A negative attitude
also affects safety
and productivity

If you go to 5 banks
and get a one dollar
bill, the only
difference is the teller

Have you ever gone to a
restaurant and had a server
that greeted you with a big
smile and was positive,
energetic and
enthusiastic?
How did that make you feel?

The same analogy
applies to our lives
every day particularly
in our work
environment

There is no such thing as
an unimportant employee,
client or contact.
What is the cost of a smile,
positive comment and/or
handshake?

What we put into our
day is what we receive
in return. If we want a
positive safe and
productive work
atmosphere all we have
to do is create it.
The most successful
companies or
organizations are
those that are positive
and possess the best
people skills
Why would we ever
stop working at
building that
desired positive
atmosphere?
Without those desirable
attributes, industry
loses sight of the
ultimate goal of
success which is to
ensure all employees
return home safely
each day.
Francis R. Scobee
Michael J. Smith
Judith A. Resnik
Ellison S. Onizuka
Ronald E. McNair
Gregory B. Jarvis
Sharon Christa Mc Auliffe

Francis R. Scobee, Commander
Michael J. Smith, Pilot
Judith A. Resnik, Mission Specialist 1
Ellison S. Onizuka, Mission Specialist 2
Ronald E. McNair, Mission Specialist 3
Gregory B. Jarvis, Payload Specialist 1
Sharon Mc Auliffe, Payload Specialist 2

Members of the
Challenger 25th
Shuttle Mission

What went wrong with
the Challenger?

The primary O ring was too cold to
seat properly and caused erosion.
Temperatures were predicted to be
in the low 20’s
Several NASA engineers

recommended the launch be
postponed. However, the builders
of the shuttle booster O ring
convinced NASA management to
proceed according to schedule
What went wrong with the
Challenger?
SAFETY TOOK A BACKSEAT TO

SCHEDULING & COST!

Did we learn from the costly
loss of lives and equipment
that the correct process
must be followed? Or did
we grieve our loss and over
time become complacent
and neglect to follow the
correct process?

Rick D. Husband
William C. McCool
Michael P. Anderson
David M. Brown
Kalpana Chawla
Laurel Blair Salton Clark
Iian Ramon

Rick D. Husband, Commander
William C. McCool, Pilot
Michael P. Anderson, Payload Commander
David M. Brown, Mission Specialist 1
Kalpana Chawla, Mission Specialist 2
Laurel Salton Clark, Mission Specialist 4
Iian Ramon, Payload Specialist 1

Members of the Space
Shuttle Columbia

What went wrong with the
Columbia?

Insulating foam fell from the rocket
booster fuel tanks causing damage to
the space shuttle. Again NASA did not
head the warnings and
recommendations of their people.
It was widely known in the space

center that the employees who
brought bad news were in trouble (kill
the messenger of bad news
syndrome).

Challenger incident
occurred January 28, 1986
Columbia incident occurred

January 16, 2003

The incidents occurred
17 years apart
Why did the tragedy

occur again?

COMPLACENCY?
You be the judge

After the Challenger
incident and
investigation, NASA
announced that SAFETY
would no longer take a
backseat to cost and
scheduling.
After the Columbia
incident and
investigation, NASA
announced that SAFETY
would no longer take a
backseat to cost and
scheduling.

Let’s look at a few
“What If’s”
when we are in a reactive
mode

What if NASA had
promoted a positive
work atmosphere that
encouraged people to
speak up and speak
out?

What if they had a track record
of listening to their people and
following up on the concerns?

What if they had a system
in place where safety was
paramount before
considering the cost and
schedule of a shuttle
mission?

What if NASA had taken a
proactive approach to
safety before the first
shuttle disaster?

NASA management were not bad
people. They were under an
abundant amount of perceived
pressure to stay on schedule.
They also felt the risk was not
that great.

Not once did management
think something could go
wrong with either shuttle
The team had become

complacent following
successful missions and
had developed a comfort
zone
The same analogy applies
to numerous companies and
organizations who have
celebrated many successful
safe production milestones,
then set the stage for their
own failure because they
became complacent.
Successful proactive
companies are built on
CONSISTENCY
Unsuccessful reactive
companies are built on
COMPLACENCY

Failure is predictable
when impatience,
inconvenience and
inconsistency are a part
of the process

If NASA had taken the time to
properly care for their people
and equipment, the long term
outcome would have placed
them far ahead. NASA and the
nation’s biggest loss were 14
wonderful people.

They lost hundreds of millions,
possibly billions of dollars on
equipment, searches,
investigations, time, etc.
However, the biggest loss
second to lives was their
integrity, trust and
accountability with the public

When companies
experience failure and
are complacent, they
also lose integrity, trust,
and accountability with
their people, clients,
and the public

SAFETY and
PRODUCTIVITY
carry
equal weight
Equal weight highlights
the importance of
practicing
SAFE PRODUCTION
and puts the employee
and the company in a
positive
“Comfort Zone”
An incident is an
operating error; we
simply did not follow the
correct process. Every
job is designed to be
safe, productive,
efficient, and cost
effective
To be successful, safe
production must be more
than just a program or book
of procedures. It must be a
personal philosophy.
SAFE PRODUCTION
is a value that is
uncompromised
Successful companies
of the future will be
those that place the
same value on their
employees as they do
their equipment and
production

A company never
experiences consistent
high productivity
without a good safety
process to compliment
its effort

SAFE PRODUCTION IS:
Safety
Empowerment
Auditing
Incident analysis
Growth and change
Safety communication
Leadership
Ownership
(Accountability and Responsibility)
The degree of success in
managing safe
production is directly
proportional to the
degree of employee
involvement in the
process

What part do you
play in the safe
production process?

Do you believe you
determine success
in your specific job
description or
trade?

Do you believe as
an individual that
you make a
difference in the
success of the
company?
How do you view
the importance of
your job?

Do you view your
work atmosphere?
Positive or
negative?

How is safety
viewed in your work
area or company?

How is morale
viewed in your work
area or company?

How is production
viewed in your work
area or company?

What are the
barriers to success
for you as an
individual?

What are the
barriers to success
for your company?

EFFECTIVE LEADERSHIP
“The most accurate indicator

of a person’s ability to lead is
their ability to lead safety”

Effective Leadership must be:
• Honest • Self Starter

• Caring • Enthusiastic
• Positive • Firm and Fair
• Motivating • Good
• Have Integrity Communicator
• Consistent • A ”Can Do” person
• Have good
positive people
skills
LEAD BY EXAMPLE
ACCOUNTABILITY & RESPONSIBILITY
Leadership is influence,
nothing more, nothing less

Good positive leadership
is essential

As a leader you should
make success a habit
and make a habit of
succeeding

Make success your
goal and commit to
achieving that goal

A leader must
understand results are
directly proportionate
to the efforts put forth

How do we ensure
our employees are
leaders?
SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP

PROCESS
–SIMPLY:
Give them the best training
Communicate the importance

of always following the
correct process to protect
them from injury and ensure
high productivity

PROCESS
Convince them that
every employee
plays an important
and critical role in
the safe production
process
LEAD BY EXAMPLE

If you want to be
successful, what is
stopping you?

A consistent
positive attitude
builds your
confidence to
succeed

Great people did not
achieve their goals
without hard work,
confidence,
determination, and a
positive attitude toward
achieving success

Ask yourself daily,
how can I do better?

Develop an extreme confidence in
yourself and your abilities.
Failure is not an option
Always concentrate on your

strengths rather than weakness
Look at problems as opportunities

to improve
STAY POSITIVE
There are no barriers
to safe production.
Our only barriers are the

ones we place there.
EXCUSES = FAILURE
SOLUTIONS = SUCCESS

I will try to do it
or
I will do it
(Remove barriers - stay

positive)

What are people skills?

People Skills
Doing the right thing

For the right reason
Because it is the
right thing to do!

What are the three (3) highest
cost items in a company?
ENERGY
EQUIPMENT
EMPLOYEES

Which one can we have
the most effect upon?

We can enhance
production with
technology. However, to
maximize production we
still have to do it with
people

The most successful
companies today and in the
future are the companies
that possess the best
people skills

When you take care of
your people, they take
care of the company

Safety is not a
cost…….
it is a cost saving

People don’t leave companies;
they leave people and go to
work for another company

Trust - It is an earned value;
the most important thing in a
business or personal
relationship.
(the cornerstone of people skills)

Consistency is a trust factor
(It places people in their comfort zone)
• Consistency in actively caring

• Consistency in communication
• Consistency in discipline
• Consistency in follow-up
• Consistency in training

CONSISTENCY IN ACTIVELY CARING
•Get to know your employees.
•Be concerned.
•Start your day with a smile and a
handshake.
•Keep a positive attitude toward the
employee and the company
•Lead by example

CONSISTENCY IN COMMUNICATION
• Keep people up to speed on job/company,
etc.
• There is never an unimportant client or
employee contact
• Anger solves nothing. You never make a
good decision when angry.
• Listening is as important as talking. As a
good listener people often recognize you
as a good communicator.

CONSISTENCY IN COMMUNICATION
• Verbal – actively listen; be positive,

clear and calm
• Stay positive with your response
• A smile is a positive non-verbal
• 55% of communication is non-verbal
NOTE: If you can’t write it down

and sign it, don’t say it.

CONSISTENCY IN DISCIPLINE
•Discipline only to correct; never to
punish
•If you fail to discipline when
warranted, you are NOT doing the
employee or the company a favor.
•Employees must understand rules
were made for their protection.
•Would you work for a company
without rules?
CONSISTENCY IN DISCIPLINE
•Employees must understand that companies
do not discipline for following the rules
•Failure to promptly follow-up and correct,
places the company, employee, and co-
workers at risk
•When there are no consequences people are
more likely to repeat shortcuts, unsafe
behavior, and take risks
Note: Would you work for a company

that did not enforce the rules?
(Six last chances)
CONSISTENCY IN FOLLOW-UP
•On concerns (ASAP)
•Area defects (ASAP)
•Negative behavior (ASAP)
•Failure to follow-up places people at
risk
Note: A positive, safe, clean, defect
free work area is a productive work
area.

Consistency in Training
•Training is training for life
•If you want the best employee you must
ensure they receive the best training
•Continuous improvement of the training
process
•Knowledge = tools to perform your job

CONSISTENCY IN TRAINING
• Periodic refresher training to

ensure bad work habits have not
been developed
• Monitor trainer to ensure quality
training
• Note: A good training process

is an investment in the future
Inconsistency
causes mistakes,
confusion and
mistrust

The most successful
companies in the future will
have thoroughly trained their
leaders in the value of using
good, positive, people skills
that influence employees to
follow the correct job process

PROCESS
When we build a process to

ensure our people perform every
job within its designed
parameters, we can and will
eliminate incidents and the need
to discipline our people.
Additionally, productivity will
escalate.
All policies, procedures, and
rules in place are designed to
remove chance from the
process......
If management fails to ensure

the process is properly and
consistently followed, they
place the company and
employees at risk.
Individuals do not fail;
Systems fail
With a consistent
process in place, we can
avoid failure

RULE OF THUMB
Never ask an employee
to do anything
you would not ask your own
son or daughter to do.

When a company is
following the correct
process, taking care of their
people and areas,
governmental agency
inspections are never a
concern.

PROCESS
The best leaders are
clear. They continually
light the way and in the
process let each person
know what they do
makes a difference

BOSS OR LEADER
The choice is yours

Gambler
Boss
Follower
Leader
Where do you want to be on this

list?
LEADERS
*Help people reach their full potential

*Focus on catching people doing
something right
*Reinforce positive behavior
*Lead by example
(People like to repeat positive reinforcement)

Sound business practices
integrated with good people
skills is what effective
leadership is all about. It is
a positive combination that
elevates a company’s
growth.

Improve your performance
by improving your
ATTITUDE

Every one working for a
company is equally responsible
for safe production.

PROCESS
Anger solves nothing.
Never make a decision while

angry.

PROCESS
Work areas and jobs are only
as safe or unsafe, productive
or unproductive, as we
choose to make them.

PROCESS
One moment of impatience lasts
a lifetime!

PROCESS
There are NO acceptable
excuses for taking a short cut
If a short cut was safe and

productive, it would be the
process.

PROCESS
If we sincerely want safe,
quality, production, we
have to create it.

PROCESS
You never have problems
Only opportunities to
improve
Capitalize on your
opportunities
PROCESS
Always do the right thing
For the right reason
Because it is the right thing to
do!

PROCESS
Practice on and off
the job safety.
It is important we actively care

about our people 100% of the
time.

PROCESS
Consistency builds trust
Trust is the single most important

item in a personal or professional
relationship

PROCESS
Always get to the
root cause of an
incident.
Learn from your mistakes or you

are destined to repeat them.

PROCESS
Always audit
people and areas

PROCESS
If employees perceive that
management does not care
- they do not care

PROCESS
Good positive hourly and
supervision employees are
made; not born.

PROCESS
Practicing safe production
eliminates chance
“Cemeteries are full of people

that did not get a second
chance”

PROCESS
Consistently use your best
communication skills
Half of communication is
listening. In fact, you may
have noticed we have two ears
and one mouth. The intent
was to listen twice as much as
we talk
PROCESS
Consistently actively care

PROCESS
Consistently follow-up

PROCESS
Consistency in discipline

PROCESS
Always give the
employee the best
training

Never ask an employee to
do anything you would not
ask your own son or
daughter to do.

PROCESS
When we provide a safe,
clean, risk free work
environment, we are
providing a productive work
environment.

PROCESS
Can you think of just ONE
reason not to practice
safe production?

PROCESS
If you say you can and if
you say you can’t
you are right

PROCESS
Our only barriers to success
are the ones we place there

PROCESS
BE SOMEONE
LEAD BY EXAMPLE

PROCESS
Safety and Production
are equally important;
both have value to the
employee and the company

PROCESS
Never use the word
production
without using the word
safe
in front of it.

PROCESS
Safe Production
equates to
Quality,Profitability,
Security, High Morale,
and Success

PROCESS
“IF IT IS NOT SAFE DON’T DO IT”
Someone expects you home today.

PROCESS
Success is not
bestowed, it must
be achieved.

PROCESS
Thank You
boling@eaznet.com

HLBoling Success Is Building

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SUCCESS IS BUILDING

People don’t leave companies; they

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

How can I safely perform better?

Then tear down all your

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

Jim is always positive

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

Jim never says a kind word

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

How did that make you feel?

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

Sharon Mc Auliffe, Payload Specialist 2

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

Several NASA engineers

SAFETY TOOK A BACKSEAT TO

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

It was widely known in the space

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

Columbia incident occurred

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

Why did the tragedy

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

You be the judge

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

The team had become

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS

SUCCESS IS BUILDING A SAFE PRODUCTIVE LEADERSHIP PROCESS