Meet TapRooT® Instructor: Brian Locker
Brian Locker is the president of KnoW Problem Inc. in Ontario, Canada. Brian has considerable experience working with a number of industries, nationally and internationally. Starting in Health Physics, Brian spent twenty years at Ontario Hydro, a large electrical utility in Ontario. This included eight years as a manager of safety.
Brian then spent four years working for the Canadian nuclear regulator, the Atomic Energy Control Board. In 1996, Brian was introduced to TapRooT® and began working with System Improvements, teaching the process and carrying out investigations for clients in North America and throughout the world. Brian also provides leadership coaching and regulatory oversight services.
Brian (along with TapRooT® instructor Brian Tink) will be teaching a course that offers innovative ways for Improving Your Organization’s Safety Culture. This 2-day course is designed for persons in all industries and is only offered once this year: October 5-6, 2009, Nashville, Tennessee (just prior to the 2009 TapRooT® Summit).
Another exclusive opportunity to learn from Brian’s experience is during his Summit best practices session. Brian will be presenting Leadership for Doing Things Right. If you schedule the Improving Your Organization’s Safety Culture course with a Summit track, you will receive $200 off of an entire week of business critical training, networking and good fun!
In his Summit session, Brian suggests that “Employee Communications” is the single most important root cause on the tree as it is the key that unlocks all of the other root causes. This knowledge comes from 30 years of practical experience investigating hundreds of incidents, large and small. If any or all of the following are occurring in your organization:
- Management’s employee communications program fails to communicate management’s concerns for quality workmanship, safety, and the environment.
- Management fails to provide proper examples and rewards for quality workmanship, good safety performance, and environmental stewardship in the organization.
- Management’s verbal/written communications and actions are inconsistent, and therefore do not support excellence in safety, environment, and quality.
- Management’s communications and actions are not clear with respect to the organization’s risk tolerance.
- Low morale or a feeling from personnel that “management doesn’t care what I do right; they only notice me when I do wrong,” contributes to many issues.
- Employees frequently take shortcuts because they do not have a “do it right the first time” attitude or because the push to meet production goals overrides all other spoken goals.
this course is for you!
Have you signed up for the Summit? Don’t miss the opportunity to learn new strategies that revolutionize performance at your facility.
PS (Don’t forget to sign up for the golf tournament!)