Check-6 Leadership is not “drop and give me 20”
Every organization has a culture, or more succinctly a set of acceptable team behaviors. The use of ‘leading indicators’ can allow leaders to earlier identify and mitigate lagging performance or even prevent a disaster. Assuming leaders recognize the leading indicators of poor performance for their workforce, how do they affect the change that drives precision operations... and more importantly, how do they make it stick?
Topics: Change Management
Most people’s experience with an aircraft carrier is probably a few video clips seen on the evening news. They tend to think of aircraft taking off in after-burner on a mission relevant to the daily news. But, have you ever considered the complexity of the environment in which those aircraft operate and the absolute need for reliability? An aircraft carrier is very similar to numerous industrial environments. They have been described as floating cities, but what does that mean beyond being…well, big?
Organizational change is hard. Sustaining organizational change is even harder. Decades of research attests to this simple truth. In fact, studies indicate that roughly 70% of change programs fail to meet intended objectives, or fall well short of attaining expected outcomes for host organizations. This includes some disciplined and well-established “Operational Excellence” programs and processes like Lean, Six Sigma and Agile that, while initially successful, routinely find themselves unable to sustain hard earned performance gains or generate new gains through a culture of Continuous Improvement (CI). In fact, the very concept of CI demands that organizations commit to a non-stop cycle of continuous change.
What the "Flying Fortress" Taught Us
Errors cost money, and sometimes significantly more in terms of social capital and lives lost. As long as people are involved with performing a process, the threat of human error exists. As has been demonstrated in every industry and profession, people are susceptible to making mistakes regardless of their intelligence, training, or amount of experience.
The National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling Report to the President captures perfectly the failure to address risk during drilling operations on the Macondo well in the Gulf of Mexico:
For years, catheter-related bloodstream infections (or infections from central line IVs) were a seemingly unavoidable complication of caring for the sickest patients in intensive care units. The infections kill 17,000 patients annually, and the average cost of caring for an infected patient is $45,000, studies show.
HOUSTON (March 17, 2016) - Check-6 International Inc., the leader in accelerating human performance, today announced that its board of directors has appointed Erich Stolz to the role of chief executive officer effective immediately. In his role, Stolz’s top priorities are to accelerate the company’s performance in its current target markets and advance the company into new verticals. Laura Owen, Check-6’s interim chief executive officer, will continue her role with the company as a member of the board of directors.
Michael "Buck" Dodick will be speaking at the IADC HSE&T Conference & Exhibition in Houston this week. His presentation,Human Performance: The Key to Rig Mobilization Improvement, is on Day 1 (Tuesday, February 2nd) at 11:30am.
Owen "OP" Honors will be speaking on behalf of Check-6 at the IADC HSE&T Europe Conference in Amsterdam on 23-24 September. "OP" will retrace the technical and cultural evolution of the Navy’s program and shares how its core tenets – the Pillars of Naval Nuclear Power – have enabled success in critical areas where many other high reliability organizations have lagged or failed. His presentation will offer recommendations on how the oil and gas fleet can benefit from the Navy Nuclear Power Program’s lessons learned and best practices.