“In order to achieve peace we must first and foremost be prepared for war”. This extract from Prof Israel Auman’s piece also talks about having to change the state of mind at the core to prepare for the horrors of war. “Only if we are prepared to kill and be killed – we shall not be killed.

If we extend our thinking, and learn from this rather grim approach, we can see that if when work is necessary in a safety critical and inherently dangerous environment, preparation should be the best it can be.

“At the end of the day, the goals are simple: safety and security”.
Jodi Rell

By comparing the British Armed Forces and Network Rail we can identify a number of common factors.

Evidently these are two large well-known organisations that differ vastly in their operations. There however many things in common.

Both work in an inherently dangerous all risking environment. Both plan thoroughly to complete task presented to them, whilst having the ability to react to any unforeseen changes that may occur on site.

They both use their skills knowledge and experience and training to deliver planned work with the ability to respond and react to a dynamic changing environment to say to situations.

The level of involvement of the senior managers and team leaders in the planning, prevention and monitoring is paramount.

They both engage in operations of varying complexity. These operations are often compounded with challenges that were previously unforeseen.

Whilst there is a strong focus on getting the work done correctly there is an even stronger one on the safety factors.

Whilst there have been incidents with both organisations (in some cases lethal) it may be argued that they are statistically insignificant.

Nevertheless both organisations take all incidents (however seemingly insignificant) very seriously.

Both continue to actively strive to equip all of the team leaders with the tools needed to professionally complete their tasks in often highly charged high-risk complex situation.

Both continue to invest heavily in the understanding and development of mindsets and the mindfulness.
They both invest considerable time and money to supporting, training and development their leaders at all levels.

They both invest heavily in ensuring that people are of the right mindset when they set about the task before they set about the task before them.

Both organizations ensure that participants all receive a thorough briefing; the format is the same, the only thing that varies is the content relevant to the particular activity.

They both engage in operations of varying complexity is often faced with challenges that were previously unforeseen and on plan for

Whilst there is a strong focus on getting the work done correctly there is an even stronger I am on the safety factors.

They both use their skills knowledge and experience and training to deliver planned work with the ability to respond and react to a dynamic changing environment to say to situations.

Both organisations actively encourage review to ensure that the equipment and people can learn from and improve their ability to professionally complete their tasks in a highly charged high-risk complex situation.

So what can other industries learn from these common factors?

What makes it possible for both industries to conduct planned work, whilst being sufficiently trained to be reactive to unforeseen events?

Both organisations invest in their leaders at all levels.

They work hard to ensure that everybody is of the right mindset. This is achieved by using a consistent briefing format. The only thing that varies is the content relevant to the particular operation.

They are all of the right mindset when they set about the task.

The holy grail of any operation by either organisation is to ensure success at minimal risk to the operators.

photo credit: The Royal Military Trains at JMRC via photopin (license)

be killed – we shall not […]

All Change:

Rob Knowles

Cubet delivers results by working with people (individuals, teams) to improve.As a result, the organisation always develops and delivers improved products and services.

Acting as a Critical Friend it brings challenge enabling you andyour people to achieve clarity and increased confidence by unlocking your and their potential potential.

It enables effective change. Most recently it has provided effective improvement through people to, among others. the National Skills Academy Process Industries, Remploy, Enterprise Employment and Training CIC, Nurture for Growth and Horizon Community Development Ltd and Benchmark Training Ltd.

Cubet is currently working with Stallard Kane, B&G HR, Knapton Wright, Papini, Unload and E-Mentor and the University of Lincoln.

Amongst Cubet's successfully delivered programmes are:
Addressing Workplace Silos
Advanced Communications
Assertiveness
Coaching & Mentoring
Competence, Development & Management
Design & Delivery of Individual, Team deevlopment Programmes
Effective Change Programmes
Generating Ideas
Innovation isn’t Rocket Science
Mindsets, Mindfulness & Resilience
Relationship Management & Development
Support for newly promoted line managers
Team Building
Team Leader Development Programmes
Understanding and Implementing Competence Systems
Understanding and Managing Risk
Understanding and Implementing and Managing Change
Understanding Managaging and Maintaining Relationships
All Change:

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