One of our clients, a leader in the Mining and Metals industry, is exploring the following question: what qualities will our project managers need to possess to be successful in the future? JMJ was asked to contribute to this conversation.
For the past year, it has been my honor to sit on the advisory council of the ACE Mentor Program. ACE helps young students by inspiring them to pursue careers in design and construction. The program provides annual internship opportunities for about 9,000 students in 37 states, the District of Columbia and Puerto Rico. There are about 3,600 mentors who work with students, of which two-thirds are from minority and underserved populations, and more than one-third are female.
Volatile, Uncertain, Complex and Ambiguous. That’s VUCA. It’s a military term for a war zone that the world’s business community has adopted to refer to the countless contingencies you try to plan for these days.
It’s been quite a week. If you’re like I am, you have re-committed yourself to “no one getting hurt on your watch.” So, the big question is, “How do we sustain this feeling of shared ownership and commitment for safety performance?”
A short time ago, we had a fire in the ceiling of our apartment’s front room. Thankfully, we’re all ok. The damage will be cleaned up and repaired and we’ll go on with our lives. Many aren’t so lucky. They don’t have fresh batteries in their smoke alarms. They don’t have fire extinguishers. Or, they don’t have an exit plan (in place and practiced) for their families.
The chances of a mega project or turnaround failing by going over schedule and exceeding budget runs as high as 70%. Want to reduce your odds of failure? The heart of the matter in managing risk is about people, values and communication. Set aside Acts of God, failed systems or changing business cases, doing these 5 things will assure a project pitfall.
On the front lines of danger, operators are the last line of defense trying to prevent accidental injuries, death and destruction. Sometimes, it seems there are forces at work actively trying to increase risks despite valiant efforts to rein in these potentially lethal, unseen influences. Catastrophes just seem to pop up when you least expect them.
Autonomy, mastery and purpose – are these the keys to motivate people to improve safety and operational performance? Mike Goddu reviews Sidney Dekker’s new book and his safe to fail approach, and reflects on how JMJ’s approach and others cause a positive process of change in safety.
One of our most experienced consultants (Gill Kernick) was deeply affected by the recent fire in the tower block in London. She works collaboratively to build the leadership capability to shape cultures and unlock potential and performance. Ensuring the voice of the front-line worker is heard by senior executives is a focus of her work, Gill has a passion for developing the leadership capability and culture needed to prevent major accidents.