How Can I Sign Ohio Banking Presentation

How can i industry sign banking ohio presentation safe

so I called Kim riddle last night Kim riddles are vice-president of HR if you don't know Kim Ken's a rock star and the conversation went something like this hey Kim how are you I'm great mat how are you Kim I'm doing awesome the conference is going on it's really going well but I got one question for you and Kim says sure anything mat what is it I said Kim we got 43,000 employees around the globe 43,000 just one question are all 43,000 of our employees human beings and she kind of chuckles and laughs and she says old mat so Kim and I have worked together now for a few years and she's kind of got used to my off-the-wall kind of silly questions I was like no Kim I'm serious I need to know this it's gonna be important for me tomorrow are all of our employees human so there's this long awkward pause and she comes back it seemed like it was forever it's probably 15 20 seconds she said yep I confirmed it all of our employees are human beings that's like great Kim and I'm not sure how she did it that quick cuz check-in 43,000 but she did it in like 15 seconds so that was pretty impressive I said thanks Kim appreciate your help we'll see you tomorrow at the conference so that's really important for all of us to know it's important all of us are human beings we know that and the cool thing is all of us no matter what country what state what region we work in we all have at least one thing in common all humans make mistakes we're all fallible right we all make mistakes so I've been up here for about a minute now and I've told you two things we're all humans and we all make mistakes I know you're thinking Millie Matt's a rocket science today right he's really on to something it's not even that interesting because we all know this why is it then are we surprised or even mad when a mistake happens an event occurs why is that it's because our systems our processes and even more importantly our culture expects perfection but perfections not reality we're going to make mistakes it's not if a mistake happens it's when a mistake happens and we got to shift our thinking from it's not if it's when now my staff will tell you if there's one thing I'm good at that's screwing up and mess it up I make mistakes there's been like five already today right you know what when I make a mistake I get one of these I get a backspace button or I get a delete button I'd spell something wrong a backspace I put a wrong formula into the spreadsheet it's delete and everything's good our employees don't get that in the field it's our job to show them where that backspace button is how do we get a backspace button or capacity for failure into their work I have capacity into my work in the office we have to get that capacity into the field now let's talk about numbers for a second CRI are OSHA recordable recordable rates I'll put our numbers up against anybody's you can even say we're world class whatever world class means we have more exposure today than we've ever had in our history and we hurt fewer people and our injury rates are low but what we got to remember is the absence of injuries does not mean the presence of safety absence of injuries does not mean the presence of safety and we know this because we still have significant events we still have life-changing significant events and our organizations why is that why are they still occurring it's answer that question I think we got to do a little history lesson around safety and where we've come as a profession now here in North America and specifically the United States you go back to the 1960s and 70s and far too many Americans were getting hurt maimed and killed in the workplace the government stepped in and said we have to do something about this so they came out and they created OSHA right occupational safety health administration and within a couple rule a couple years we had rules based safety and they're largely in place today and they had an effect the fatality rates came down we had a standard set of rules for industry to operate with them except the significant events didn't go away they were still there they came down but they were still there fast forward 15 20 years here comes the behavioral-based safety right with behavioral based safety we're trying to fix the employee now I think we can influence the employee but fix the employee get rid of all human error I don't think we can ever get a rid of all human error we're all human but we can influence and I think both of these programs both rules-based and behavioral base played a critical role to get us to where we are today but neither programs either individually or combined have eliminated all significant events to things that caused that you can't legislate fail you're out of work I can't write a new rule a new regulation sent it out on an email do a safety meeting and say all right failures going we're not gonna have that failure anymore and I cannot eliminate all error out of humans as much as I would like to it's not going to happen you cannot legislate failure out of our work and you cannot eliminate error out of humans we can influence but we can eliminate so let's talk about this thing of mistakes now I'm not talking about like big mistakes like I wish I hadn't dropped out of college or I forgot my wedding anniversary again you got capacity the first year second year there's no capacity for forgetting that wedding anniversary right I'm not talking about those big mistakes those are huge talking about small mistakes small departures small mistakes small departures from our work now in a room like this I assume we have some hunters in the room am i right have you ever been sitting in the woods early morning long before daylight the conditions are perfect the Sun starts to rise often the distance the monster white tail is coming right your way progressing in now you're prepared you're dressed and mossy oak camouflage head-to-toe you got face paint on life is good it's perfect shooting light comes the monster bucks 35 yards broadside a breeze kicks up not to worry you sprayed deer urine all over yourself they don't even know you're there it's perfect you turn to grab your gun and snap you hit a twig deer puts us tails up going you're letting get a shot off ever happened to you happened to me 10 years old I was in tar Hollow State Park hunting with my father some of the best moments of my life hunting with my father I get to get out of school go deer hunting for the day it was awesome this deer is coming right at us to this day the biggest deer I've ever seen I don't mean alive dead I mean biggest deer ever hunting shows whatever the biggest whitetail I've ever seen still to this day I scared that deer off that day and I thought my dad was gonna shoot mieze right now come to find out I'm pretty good at scaring deer off because I did that a few other times the dad but he still took me hunting it was good how about fishing we got some fishermen in there the rim today this is the first big fish I ever caught have you ever been standing on the bank or maybe even a boat and there's this pool water over there and you know that monster bass is in it right I mean that big largemouth bass not three or four pounds verse seven eight pounds and you know it's over there conditions are perfect the sun's just starting to set the temperatures drop and the bugs are coming out the water looks like a sheet of ice I mean it's perfect and you have the best equipment you have a Zebco 33 which is the best fishing rod ever made and you have the jitterbug now I'm not talking about the great big jitterbug that I don't know what you ever caught with a great big jitterbug and not that small one that you might catch a bluegill long right you have that mid-sized jitterbug the perfect one the one that you know is just right for this condition you push the button in on that reel you cast the lure it's flying right towards it it's glass it's perfect right before it hits the water snags that tree branch never happened to you happened to me right three fingers Cove rocky Fork Lake you see that red circle my lures still hanging in that flippin tree it's been 25 years ago this is my favorite lure 25 years I bet it's still hanging there it's perfect do you think I need more rules man I went to hunters education I donated my 12 dollars the Ohio Department of National Resources I had a fishing license I had gun safety I had the rules in my back pocket I was ready do you think I needed more rules you think I didn't care enough this is the biggest deer I've ever seen this was my best lure I've ever had I cut every big bass I've ever caught on this lure and I know I could have bought another one for 495 a Walmart but this was my lure my best lure did I not care enough I've been feeding this deer three meals a day for like six months I did everything but tie it up did I not care was I not prepared I had a life vest on out of first aid kit at an emergency response plan oh I cared think about this right up until that twig snapped or my lure got caught everything felt right right up until it was flying across the air it was looking good right until hung in the tree everything felt right 35 yards broadside everything was right until the twig broke everything felt right right up until it wasn't it's the same way in the field our employees don't come to work thinking today's a day everything feels right right up until it's not they're prepared they're well trained everything feels right right until catastrophe strikes do we need new more more rules new rules this is the latest printing of the quanta safety manual now I'm somewhat kidding but you get my point do you think our employees don't care enough they're prepared we've trained them they want to make a good living for their families they care so what do we got to do writing another rule does not prevent error asking employees to care more does not prevent mistakes think about that writing another rule will not prevent error asking our employees to care more will not prevent mistakes so what are we going to do we got to start looking at our work differently we've got to realize that how we plan our imagined work takes place it's not really how it takes place when we're sitting in the office and we imagine building that pipeline it's on a nice sunny cool day no mud level ground how many pipelines do we build like that how many powerlines do we build like that how many times we walk into refinery and it's just like we thought it's more like that bottom picture isn't it always twists and turns always something going on let's look at a simple example so I live north of Houston I live in the woodlands about 35 miles north of here my planned route and you'll hear us call this the black line my black liner planned route is I get on 45 south I take it down to 610 west it takes 610 around a Hildago exit and I pull into the Williams Tower that's the plan how many people live in Houston work in Houston driving a big city maybe took it uber from the airport to here how many times do you think that actually happens never what actually happens so let's call this the blue line so I get on 45 south ways pops up and says there's a wreck at 1960 no problem I jump on the hardy tow Road I take the Hardy Toll Road south to 610 west well those of us that live in Houston know that we're 610 goes under 45 condenses down from like 25 lanes to 2 it's the stupidest thing I've ever seen traffic's backing up so what I do I go across 25 lanes of traffic I get on the exit and I get on 45 south life is good take 45 South to 10 West you get to 610 I take 610 South I get off on Hildago Street and I pull into the Williams Tower parking garage the blue line it's not how I planned it it's not how I imagined my commute going but that's what happened anything wrong with that no there's nothing wrong with that I'm high there's nobody trained better than me I'm highly trained to drive from my driveway to the Williams Tower I'm trained better than anybody else on that commute I promise you and I'm in good equipment small departures from our plan small departures from the plan and in fact there's nothing wrong with it I got rewarded I got to office just a few minutes earlier I would have been 20 minutes late I got to the office the same time Duke got to the office I was able to park his car I carried his bag up to his office and I got his first cup of coffee now he told me I put too much sugar in it and I'm working on that I'm working on that but I got face time with Duke I got rewarded great small departures from my plan but I got rewarded for this small departures our employees just like me and just like my commute to work our employees are highly trained and they work in a dynamic work environment every day and they have to make small departures from their plan every day and we expect them to and they need to they're trained to do so and it's perfectly fine and they do a good job and when they come in ahead of schedule under budget they get rewarded too right it might be a paddle in the back it might be financial will reward it might be something they get rewarded for this behavior as well until someone gets hurt and then we change our response safety team comes up blame shame and retrain have you ever heard of this yeah not only have we heard that we'd do it and have done it for years right we blame the employee for making a mistake bad behavior poor choice whatever it is we have a safety meeting we might even take the employee around to the safety meetings and have them tell his peers how he made a mistake right and then we retrain everybody because that makes everything better we retrain everybody on how this employee made a mistake and then what we're really good at we'll write a new policy or add a new rule now we got rule 195 point to be triple I revision for page 632 of the safety manual and we go like this and we fixed that fix the employee we told everybody else not to be silly and do that we trained everybody and we wrote a new rule and I'm going back to the Williams tower life is good we fixed it not gonna have that happen anymore do you think that's the way it goes do you think we fixed anything with that scenario how many times did we do that what we really did is we tried to train humans how not to be human and that's a tough task we tried to train humans how not to make a mistake what we need to do is look at the context of the work and understand how we can build capacity in because it's not if we make a mistake it's when we make a mistake and when that mistake happens do we have capacity to fail safely now I'm a Ford guy always have been a Ford guy I don't know about you and where you grew up but where I grew up we had loyalty to auto manufacturer and my family is a Ford family and if you're not Ford you can leave now so if I mentioned Chevrolet in my house growing up I had to sleep outside for a week and I may or may not get food and water on day three my dad and he still farms today he has four tractors all four tractors are Fords he has all New Holland implements because you know Ford owns New Holland I only drive Ford's today it runs deep I think there's something that we can learn from Ford and I guess even though I don't like to admit it the auto industry and other manufacturers they kind of have rules based safety right when you drive how many rules do we have how many regulations we're well regulated we got stoplights we got speed limits we got yellow lines white lines double yellow lines turning lanes we have some rules when we drive but all of our significant events haven't went away now they've helped but they haven't went away so then we get into behavioral base safety right we try to fix the driver we put all of our kids in driver's ed we try to give them good behavior starting out and for all the kids that we mess up when they get to the workplace we try to give them defensive driving try to fix them again and we're at 10 and 2 and we're checking mirrors every 7 seconds so we got following distance and stopping distance and we're trying to influence those drivers behaviors but they've done some really cool things with prevention too just like us they work on prevention every day now if I go left to center and my blinkers not on my steering wheel vibrates that's pretty coo if somebody's in my blind spot there's a light flashing in my mirror that's pretty awesome we're backing up my dash pops up there's a camera I can see yeah eyes in the back of my head all prevention right and really good stuff and they continue to innovate before knows it's not if I make a mistake it's when I make a mistake even with all this prevention it's not if it's when so they stop trying to fix me and they started building capacity into my truck now what's capacity look like in my truck something like this and the cab of my f-150 you have somewhere around 15 airbags I got a seat belt that holds me in place so the airbags were properly the frame of the truck now is designed to collapse it almost in tombs me if I have a significant event so I have the capacity to fail safely the event still happens but I have a much better chance of walking away safely right much better chance because they're putting capacity for failure they realize it's not if I make a mistake it's when I make a mistake we got to change our focus it's not who drove the failure it's what drove the failure we have to change our thinking prevention is always gonna be our foundation we're always gonna try to prevent every incident but we're gonna plan and execute our work as if failure is going to happen today because it's not if it's when we're gonna plan and execute our work as a failure is going to happen today this is a paradigm shift for us prevention is always going to be there we're looking for capacity in our work how do we get capacity into our work and then we're gonna do operational learnings and we're going to learn the context of the good days in context of the bad days how did we get capacity on the good days how did we miss capacity on the bad days people are going to make mistakes we have to accept that we must start building capacity into our works so our employees returned home safely to their families we've got to build capacity with this approach I promise you we can and we will eliminate all significant events all life-changing events can be stopped if we get capacity into our work one of my favorite leadership quotes of all times from Sheryl Sandberg Cheryl said if you're offered a seat on a rocket ship don't ask what seat just get on let me tell you our rocket ships taken off today and we all have a seat and together we can change the way our industries do safety let's go you