Vlog 47 - Why Organizations Fail Precisely Because They're Doing Well - Part 2

#47 Why Organizations Fail Precisely Because They’re Doing Well – Part 2

This is Part 2 in a 4-part series on a concept called Drift. When an organisation “drifts into failure”, adverse events like illness, injury, fatalities can happen without anything breaking, without anybody erring, without anybody violating the rules they consider relevant. I'll provide you with some proactive and reactive steps that you can take to monitor for early warning signs of drift. ...

#46 Why Organizations Fail Precisely Because They’re Doing Well – Part 1

This is Part 1 in a 4-part series outlining a phenomenon called “Drift” which has led to the failure of many organizations, but the danger with drift is, unless you’re looking for it, you don’t even know it’s happening. ...
blog 49

#45 It’s Time to Add Reciprocity to Your Business Model

When people feel cared for at work, they reciprocate through efficiencies, innovation, or caring for people the same way they feel cared. ...
mental health spectrum

#44 Five Human Needs that Must be Met In Order to Support Mental Health at Work

A good place to start when looking to understand mental health hazards is to first understand our needs; that is, what human needs must be met in order to provide a psychologically safe and healthy workplace? Then work backwards to see how those needs might be impeded. In this video, I’ll walk you through 5 basic human needs that must be met if you’re to cultivate a psychologically safe and healthy workplace. ...

#43 If You Consider Yourself Open-minded, This May Surprise You – FREE DOWNLOADABLE RESOURCE

Our paradigms, mental models and mindsets can insulate us from learning and seeing red flags through what’s called a Reflexive Loop. It’s an unconscious bias that can reaffirm how well our or how ‘right’ our inner voice is, and subconsciously prevent us from listening to alternative ways of understanding things. In this video I’ll explain how the Reflexive Loop works and a tool to expose your assumptions, values and beliefs in a constructive way - FREE GUIDE AVAILABLE. ...

#42 If this is How Your Board Thinks About Safety, You’re in for a Bumpy Ride

Our mental models are part of our subconsciousness and they can be the reason we shut out information, or why we're open to learning. It’s therefore essential that we try and bring our mental models to the surface every once in a while to examine whether they are still relevant. In this video I’ll outline two common mental models that inform the board’s perception of the role that people play in either creating or reducing safety in the workplace - one of them will drive organizational improvement, the other will hinder and leave you blind-sided when something happens. ...

#41 Two Paradigms that Dominate Your Boardroom and Influence Your Behaviour

In this video I’ll explain two paradigms that dominant our boardrooms in terms of the way work gets done and they are influencing the questions board members ask about safety and health, but only one is going to support safe and healthy work and help you make a positive impact. ...
blog 40

#40 Executive Incentive Schemes that Support Safe & Healthy Work

Designing executive incentives that support safe and healthy work can be tricky. When there is an unavoidable tension between the strategic goals, processes or activities (e.g. production targets and health and safety targets), management needs to clearly identify and actively reinforce their highest priority. So how do you ensure that the priority is health and safety, where there’s a conflict with production / profit? Here are three factors for your consideration when designing executive incentives.
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red flags

#39 Your Board Might be Missing Red Flags. This is Why

In this week’s video I talk about why we often see significant events as something unique; that is, we try to find some quirk or practice that can separate us from those who have erred or failed. The risk is that we don't learn or see the red flags in our own organisation. ...
Dreamworld tragedy - part 2

#38 What Does the Dreamworld Tragedy Tell Us About Board Competency in Safety (Part 2)

Most organisations after a tragedy will focus on updating the safety management system, but there will be a point when the system looks good on paper, but the board will still be at risk of influencing adverse events if members don’t understand what creating safety really involves, and their role in it. In this video I outline some key principles that should be in any board members’ professional development in safety leadership and governance. ...
Vlog 37 Dreamworld thunder river rapids ride

#37 What Does the Dreamworld Tragedy Tell Us About Board Competency in Safety (Part 1)

The coroner’s report into the Dreamworld tragedy highlights significant gaps in the competency of workers and technical experts, but nothing on the competency of the board. In Part 1 of this 2-part series I look at the coroner’s comments of a careless and negligent board and dive into whether the board was actually careless or was it more a lack of competency in safety leadership and governance? ...
the cost of unfairness in your workplace

#36 The Cost Of Unfairness In Your Workplace

In this video I’m exploring the cost of employees’ perception of unfairness on their physical and mental health and I outline three tips where board members have an opportunity to contribute to improving the perception of fairness in the workplace. ...

#35 The Power Of Positive Emotions On Your Well-Being And Those Around You (FREE DOWNLOAD)

Numerous studies show that positive emotions improve your well-being and the well-being of those around you, but they also broaden our thinking. So this week I’ll explain why positive emotions are good for the health and resilience of your organisation and perhaps a key part of your board communication strategy! ...
bad apple theory

#34 Finding the Bad Apple Won’t Help You Avoid Incidents

This week I'm exploring the Costa Concordia case and a common misconception that prevents us from really understanding safety. ...
safety and reciprocity

#33 The Power of Gratitude in the Workplace

Research suggests gratitude is an even stronger motivator to give than the feeling of indebtedness / obligation - so how does this relate to safety and business performance? ...
Building employee relationships

#32 How to Get the Most Out of Your Board Site Visits. Building Employee Relationships

As a company director, you have very little time when you’re conducting a site visit to pull back the curtain and get accurate data of what is really going on. In this post, I will share with you how to best utilise your precious time on site to build trust and make deeper connections with your employees. ...

#31 How to Create Psychological Safety in Your Boardroom

In this video, I share three ways company directors can create psychological safety in the boardroom. This concept was the #1 characteristic of high performing teams at Google and it's foundational to leading safe & healthy work. ...
2018 Director Health and Safety Dashboard

#30 2019 Director Health and Safety Dashboard (DOWNLOAD REPORT)

The Director Health and Safety Dashboard is a collection and analysis of events, trends and insights from the previous year across business, governance and regulatory landscapes in an effort to identify issues and opportunities in leading and governing safe & healthy work that should be on every company directors’ radar for the year ahead. Download your FREE copy of the report here. ...
How to build trust

#29 How Building Trust in Your Boardroom Creates Trust in the Workplace

In this video I outline three things that company directors can personally do to build a foundation of trust and confidence with your board peers and the executive. ...
Creating Value for Stakeholders

#28 Focus on this One Thing to Build Stakeholder Value

In this video I explain how your business can leverage its commitment to health & safety to create value for multiple stakeholders who, at first appear to have very different needs, but in fact all have one thing in common - their attraction to health & safety. ...
CORPORATE GOVERNANCE

#27 Bringing the Heart to Governance – What Makes a Great Board of Directors (Part 3)

This is Part 3 in a 3-part series into What Makes a Great Board of Directors Who Lead From Their Heart, by Leading Safe & Healthy Work. This week I'm giving you 3 RED FLAGS that will help you identify, as part of your governance role, that your culture may not be as healthy as you think ...
bonuses

#26 Executive Compensation – What Makes a Great Board of Directors (Part 2)

This is Part 2 of a 3-part series into What Makes a Great Board of Directors Who Lead From Their Heart. Today we look at TWO QUESTIONS that a great board of directors would consider when setting the annual bonus and designing executive compensation schemes so that it drives the right behaviour and has a positive impact on safe & healthy outcomes in their business. ...
corporate culture

#25 Boardroom Culture – What Makes a Great Board of Directors (Part 1)

This is Part 1 of a 3-part series where we uncover 5 principles of boardroom culture and how they can shape a culture of safety in your organisation and make you a more confident leader of safe & healthy work from the boardroom. ...
workplace behaviour

#24 Why Common Sense is Not that Common

The old adage, “common sense is not that common”, is well and true, but I want to remove it from your vocabulary all together. In its place, I ask you to think about how you might be influencing workplace behaviour by what you demonstrate to others is a priority to you. In this video I’ll give you 3 questions you can ask yourself to assist in this process. ...
lead and lag indicators

#23 Where to Start With Safety Performance Indicators

When it comes to health and safety reporting there is no blanket template. All businesses have different needs, and you want to make sure to be monitoring what matters to your business. The key to your reporting should be to give you confidence that you’re controlling risk and highlight how health & safety activities are creating value in your organisation. Today I break down the purpose of lead and lag health & safety performance indicators, and how each of them should be used in your reporting. ...
Alcoa

#22 He Increased Market Cap by $27b and Created one of the Best Performing Stocks on the DJI by Prioritising Health and Safety

In his 12 years as CEO and Chair at Alcoa, Paul O’Neill increased annual net income by five times, its market capitalisation by $27 billion and led to the company becoming one of the best performing stocks on the Dow Jones Index – he attributes all the success to a focus on workplace health & safety and I’m going to share with you how he did it. ...
Influence people

#21 How to Influence Others (Think Win/Win)

This week I’m using Stephen Covey's strategy ‘Think Win/Win’, to show you how you can have greater influence over others without relying on your job title or your role in the organisation. ...
Bowtie risk assessment

#20 The Ultimate Tool To Understanding Your Critical Risks & Controls – The BowTie Risk Assessment – Part 2

This is the second instalment in a 2-part series on BowTie risk assessments. Today I show you how to apply the hierarchy of controls to a BowTie risk assessment which will ultimately give you a better understanding of where to target your resources and improve your monitoring and assurance activities. ...
Critical Risks and Controls

#19 The Ultimate Tool To Understanding Your Critical Risks and Controls – The BowTie – Part 1

In this post I examine the BowTie risk assessment - a great tool for business leaders to help you visualise your critical risks and associated controls. When these two aspects of risk management are clear, you will be able to easily identify what you should be monitoring as part of your assurance and due diligence activities. ...

#18 WHS Due Diligence – Accountability and Executive Remuneration

Today we look at how the requirement to draft accountability maps and statements and the deferral of executive variable remuneration under the Banking Executive Accountability Regime can be applied to WHS governance - accountability maps can be a foundation piece in your WHS governance framework and help officers understand who does what; and while the BEAR requires the deferral of executive remuneration, it means very little if WHS is not included in the assessment of overall business performance. ...
safety walk

#17 Executive Safety Walks – Dos and Don’ts

Today we're going to walk through how Executives should act and behave Before, During and After conducting Executive safety walks. We're also going to look back at the safety walks conducted by BP and Transocean VIPs only seven hours before the Deepwater Horizon oil rig blowout in 2010 that killed 11 workers, so that you can learn from their mistakes. If you're not conducting safety walks, or just want a bit more guidance and assurance on your approach, today's post is for you. ...
3 Questions to ask before joining a board

#16: 3 Questions To Ask Before Joining a Board

Technically, a director joining a board today will not be responsible for decisions made prior to their joining. However, problems may arise in the future as a result of those earlier decisions. There are plenty of tools out there to assist Directors in conducting their due diligence before joining a board, but very little on what to look for in terms of workplace health & safety. So, when you are actively seeking to join a board of directors or you have been approached to join a board, there are a few things I suggest you should consider. ...
leading safe and healthy work

#15 Leading Safe & Healthy Work – A Blueprint for CEOs [FREE RESOURCE]

As a CEO, do you ever feel overwhelmed with the lack of clarity around your role in leading safe & healthy work? Or do you think that as long as you continue to say 'safety first' that the message will sooner or later get through? Well then this post is for you. I'm going to walk you through my framework for coaching CEOs and MDs on leading safe & healthy work. As a bonus, be sure to download the FREE COPY of my Blueprint for CEOs on Leading Safe & Healthy Work. ...
The future is bright, Strategic Foresight

#14 The Future Is Bright- Strategic Foresight

This week I provide a summary of the Workplace Safety Futures report. The report highlights new technologies and ways of working that introduce new risks and challenges for WHS and workers’ compensation, but also have the potential to make work safer and reduce workplace injury. Every business leader should be aware of these trends as they will influence your business in some way or another. ...

#13 Director Health & Safety Sentiment: A Review of the Recent AICD Director Sentiment Index

This week I examine why respondents to the latest Australian Institute of Company Directors, Director Sentiment Index survey, didn't nominate health & safety as something that keeps them awake at night, and why they think health & safety has too much red-tape that hinders productivity. ...
governance myths

#12: 4 Director Health & Safety Governance Myths [FREE RESOURCE]

Have you ever wondered what makes your organisation different to those that have experienced tragic health & safety incidents? In this week's post I walk through some of the myths directors have in executing health & safety governance. ...
MENTAL HEALTH

#11 Investing in Mental Health Is A Healthy Investment – Part 3: Leadership

This is Part 3 in a 3-part series for Directors on their role in the boardroom to govern and lead mentally healthy workplaces. In this post I highlight how directors can influence the mental health of their organisation, through their relationship with the CEO.
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MENTAL HEALTH

#10 Investing in Mental Health Is A Healthy Investment – Part 2: Good Governance

This is Part 2 in a 3-part series for Directors on their role in the boardroom to govern and lead mentally healthy workplaces. In this post, I outline a 4-part framework that will assist directors in leading workplace mental health in the boardroom. ...
Applying an accounting lens to WHS performance reporting

#9 Applying An Accounting Lens to WHS Performance Reporting [FREE Sample Board WHS Report]

This week I explore the two biggest problems I’ve seen in board WHS performance reporting and share a suggested framework that will assist board members in making strategic decisions and complying with their due diligence obligations. ...
MENTAL HEALTH

#8 Investing in Mental Health is a Healthy Investment – Part 1: The ROI

This is Part 1st in a 3-part series of posts that will assist directors in their governance and leadership responsibilities to lead and govern mental health in the boardroom. The focus of this post is to better understand 'what is mental health' and how it can have a positive impact on your company's bottom line. ...
Why is trust important?

#7 How To Leverage Workplace Health & Safety To Build Trust in Your Organisation

Trust should not be mistaken as simply a soft, social virtue; rather it is a truly hard, economic driver for every organisation. Ongoing trust-building activities should be one of the most important strategic priorities for every organisation. As workplace health & safety is a unifying point of collaboration in any business, it is the perfect catalyst for leadership to build trust in their business. ...
2018 Director Health and Safety Dashboard

#6 2018 Director Health and Safety Dashboard [FREE DOWNLOAD]

Sexual misconduct, Grenfell Tower, introduction of industrial manslaughter and modern slavery, these were some of the biggest stories of 2017 in health & safety – it was a year we won't soon forget! This week I have outlined 7 key workplace health & safety matters that should feature on any director's radar in 2018. ...
health and safety and executive incentive schemes

#5 Do Executive Incentive Schemes Effectively Drive Positive Health & Safety Performance?

This is Part 3 in a 3-part series dissecting the 2016 Citi Research Safety Spotlight Report. Given that cultural change is fostered through the influence of climate and an organisation’s safety climate is shaped by management’s policies, behaviours, attitudes and decisions, this provides a compelling argument for close attention to the structure and content of those incentives used to motivate boards and senior managers. As suggested above, ‘what get’s measured (and incentivised) get’s managed’. ...

#4 Injury Classifications – Moving Away From Lost Time Injury

This is Part 2 in a 3-part series dissecting the 2016 Citi Research Safety Spotlight Report. The focus of this week's post is to dissect the motivation to move away from using lost time injury (LTI) data as a measure of a business’ health and safety performance and introduce a new framework for reporting injuries and illnesses that will assist the business in its pursuit to prevent harm and provide a comparable measure of health & safety performance across businesses and industry. ...

#3 Process Safety: The Black Swan of Safety

This is Part 1 in a 3-part series dissecting parts of the 2016 Citi Research Safety Spotlight Report. In this post I introduce the concept of process safety and the types of process safety indicators ASX100 companies are reporting on. ...
Safety leadership

#2 My Key Takeaways From the 2017 Deloitte (NZ) Health & Safety Leadership Survey

My key takeaways from the 2017 ’Walking the Talk’ Health & Safety Leadership Survey published by Business Leaders’ Health & Safety Forum and Deloitte (NZ). ...
How directors stay informed of health and safety matters

#1 How Company Directors Can Stay Informed Of Health & Safety Matters

“Boards need to get out and get informed”. This week I run through what it means for 'officers' under WHS legislation to 'stay informed of health & safety matters' and some practical tips on how directors can do so. ...
Samantha McGolrick

Welcome!

I’m Samantha

I help board members succeed in the boardroom and make a positive impact on the health, happiness and resilience of society through their effective leadership and governance of safety, health and well-being.

Join me and other likeminded leaders who want to be a force for good.

Every month I’ll email you a little food for thought on governing and leading culture, systems change, well-being and health & safety so that you can use your influence to improve the health, happiness and resilience of society, and in doing so, find even more meaning in your board role, and build a legacy you can be proud of.