Ask leaders what their organisation’s biggest strength is, and chances are they’ll reach for the adage of “our people are our greatest asset”. On the face of it, this sounds compelling. After all, employing people costs money, and you wouldn’t want to think of what could well be your largest expense category as not being valuable. Yet, what we often don’t think about, or indeed like to think about, is that those same assets are also that organisation’s most significant risk.

When things go wrong, there is usually a human component involved — either causing the problem in the first place or making it worse by the reaction to it. Our guest on this show, Christian Hunt refers to this as ’human risk’, which he defines as “the risk of people doing things they shouldn’t or not doing things they should”.  It’s a broad definition encompassing everything from intentional wrongdoing, such as fraud, to “I was tired, and I made a mistake”.

Christian helps companies to mitigate human risk using Behavioural Science - the understanding of the real drivers of human decision-making. By designing environments that recognise human risk, we can mitigate its impact. This isn’t just relevant to risk management.   The way we manage human risk impacts what Christian calls ‘human reward’  — getting the best out of people.

The more we mitigate human risk, the more we risk reducing human reward.  Equally, if we unleash human reward, we’ll be running more human risk. Particularly in the Knowledge Economy, where people are being hired to do the things machines can’t — tasks that involve judgement, nuance and emotional intelligence.  It’s when we’re at our best, but also when we’re at our riskiest.

In our discussion with Christian, we’ll explore all of these dynamics and what we can do to mitigate them.

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Meltdown: Why Our Systems Fail and What We Can Do About It by Chris Clearfield explores how complexity causes problems in modern systems and how individuals, organizations, and societies can prevent or mitigate the resulting failures.

Meltdown was named a best book of the year by the Financial Times and won the National Business Book Award in 2019.

In reviewing the book in The Wall Street Journal, concluded that:

"Meltdown effectively conveys why addressing systemic failures is both difficult and essential: difficult because it’s so much more comfortable to rely on gut instinct and trust familiar colleagues than to insist on structured approaches and solicit the views of others; essential because we are moving into the danger zone and need all the help we can get."

Meltdown received the George R. Terry Book Award of the Academy of Management, granted annually to "the book judged to have made the most outstanding contribution to the global advancement of management knowledge during the last two years."

The book also won the Thinkers50 Strategy Award in 2019 and was described as "one of the stand-out business books of the last decade."

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In this Live Event with Prof Scott Geller we are going to discuss the Leadership and Humanistic Behaviourism....what are they and does it really matter.

The following quote by Prof. Scott Geller sets the stage:

“After 51 years of teaching and researching the science of human experience, I’ve come to realise that managing behaviour is not the same as leading people.

People care, but too often they do not know how to actively care.

Appreciating the re-emergence of humanistic behaviourism will enable you to empower a more engaged workforce.”

E. Scott Geller (2021)

Join me and Scott and let's discuss with this highly gifted orator some key principles and fundamentals.

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If you look back at the history of inventions - indeed the history of science - you find an extraordinary catalogue of hunches, random experimentation and lucky accidents.

This rule seems to apply even more in terms of business innovation and entrepreneurialism.

The inescapable conclusion is that there are somehow more ideas out there that we can post-rationalise than ideas we can pre-rationalise.

Hence if we demand that every business proposal or every avenue of enquiry makes sense in advance, we are painting ourselves into a corner: massively limiting the possible solution space to a few narrow, mostly incremental improvements on what we already have.

Join us and let's discuss "The Surprising Power of Ideas That Don't Make Sense" with Rory Sutherland.

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As the impact of COVID-19 and the lockdown measures put in place to contain it became clear, the HSE sector faced new challenges.

Alternative and adapted approaches to HSE operations and how HSE is taught and assessed had to be quickly developed and implemented.

In this session we will discuss the profession’s response and Dee will provide a useful insight from NEBOSH specifically. As NEBOSH’s Chief Operating Officer Dee has responsibility for providing leadership on all matters relating to qualification development and the assessment of NEBOSH qualifications and compliance matters, including learning partner accreditation.

Dee has responsibility for providing leadership on all matters relating to qualification development and assessment of NEBOSH qualifications and compliance matters, including learning partner accreditation.

In a previous Live Event, we had an “NEBOSH: An Insider’s View” with Matt Powell-Howard and this Live Event let’s get an operational insight.

Fear has a profoundly negative impact on engagement, learning efficacy, productivity, and innovation, but until now there has been a lack of practical information on how to make employees feel safe about speaking up and contributing.

Psychological safety is a condition in which human beings feel (1) included, (2) safe to learn, (3) safe to contribute, and (4) safe to challenge the status quo—all without fear of being embarrassed, marginalized, or punished in some way.

In this Live Event, Dr Tim Clark, a social scientist and an organisational consultant, provides a framework to move people through successive stages of psychological safety.

We are going to explore the 4 Stages of Psychological Safety and discuss in depth inclusion safety, learner safety, contributor safety and challenger safety.

How do these all fit together and provide a blueprint for how any leader can build positive, supportive, and encouraging cultures and in any setting?

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We have discussed "culture" in many respect and angles on these live events with World Class experts.

In this live event, we are going to expand the horizon and thinking by discussing "Tight" and "Loose" Cultures with Prof. Dominic Cooper.

Some of the questions we are going answer includes:

We will also discuss how these thoughts originated and relevance to everyday life, including a "post-COVID 19" era.

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The purpose of OneWISH is to bring together women in Safety and health networks across the globe giving them a platform for sharing and exchanging.

OneWISH brings together thought leaders and influencers on inclusion and health and safety to create a global body of knowledge in this area.

OneWISH - Vision:

Better, Safer, Healthier Workplaces shaped by an inclusive, diverse safety & health profession with equal opportunities for all

OneWISH - Mission:

To unite women in safety and health networks with the collective wisdom, strength & influence to create a fairer, healthier safer world of work.

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NEBOSH is a leading global brand in health, safety and environmental qualifications and many across the world have benefitted from their guidance and structured learning programmes.

Since NEBOSH's inception in 1979, more than 400,000 people from around the world have gained a NEBOSH qualification.  Tens of thousands join their number every year studying with a network of 600 course providers in over 132 countries.

In this Live Event , let's explore the inner working of NEBOSH from their Head of Learning and Partnerships, Matt Powell-Howard.

Join us and have your say.

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In this Live Event with Diane Chadwick-Jones, let's explore the key components of safety leadership and the mechanisms by which it strengthens safety performance, including the statistical proof of effectiveness from across industries.

We know that rules alone don’t drive behaviour, and that even the best trained, most diligent, and well-motivated people can make mistakes due to workplace influences.

For an organisation to be successful, leaders work to shape the culture by the priorities that they set and their engagement with the workforce.

Drawing upon experience from working with many companies, Diane will cover the principles and steps for implementing safety leadership, and how to build your own skills to improve safety in your company.

Let's focus on:

Join us and have your say.

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