Podcasts about dick winters

James Holland is a historian and the author of many books, including Normandy '44: D-Day and the Epic 77-Day Battle for France.------------Book Dan to do an interview or a meeting------------Keep Talking SubstackSpotifyApple PodcastsSocial media and all episodes------------Support via VenmoSupport on SubstackSupport on Patreon------------(00:00) Intro(00:46) The state of the world in June 1944(14:48) What was D-Day like for an average Allied soldier(21:13) Is D-Day the most important military conflict in history?(27:01) "Steel not flesh"(32:43) The Atlantic Wall(41:08) Cooperation and morale among the Allied troops(45:31) Dick Winters and men like him(51:15) Why James has committed so much of his life to WWII history(54:45) How can we best honor and remember veterans?

The Apostle Paul wrote that believers are in a spiritual battle all the time against forces that are wickedly strong. He also maintains that we have the power of God with us in these battles, and this New Testament promise is an echo from the days of Joshua, the fearless Israelite commander in ages past. This mindset is a model for all of us. Dick Winters was a 27-year-old first lieutenant when he jumped into Normandy, France in 1944 with other paratroopers during the invasion of Europe. Once the allies began moving inland, Winters' unit was given the objective of taking a key French town from the Germans.As Winters and his men approached, machine gunfire pinned them down along a road leading into the town; they had nowhere to go. All of a sudden, Winters stood straight up and began shouting orders at his men. Stunned at first, they looked up and decided that if he could do it—so could they. The entire force leaped to their feet and charged the German position. That was the last day Nazi forces controlled the current in France. The next day, Winters was awarded the Distinguished Service cross. This is precisely how we can overcome great odds, great challenges. When circumstances threatened to overwhelm us, we can fight back with confidence in Christ. He's the one leading us along dangerous roads. Psalm 27:3 offers encouragement for life's battles, “Though an army besiege me, my heart will not fear; though war break out against me, even then I will be confident.” When the army of God is with you who can stand against you. Let's pray. Father, only you can lead us in the battles of life. You are all we need. We believe that no enemy can stand against you and your army. Your strength holds us up above the danger and sets us on safe ground. Thank you, Lord, for your eternal faithfulness. In Jesus' name, amen.Change your shirt, and you can change the world! Save 15% Off your entire purchase of faith-based apparel + gifts at Kerusso.com with code KDD15.

Two officers who defended the U.S. Capitol during the January 6th riots are campaigning for President Biden in Pennsylvania. Eighty years ago today during the D-Day invasion of Normandy, Lancaster County's Dick Winters led a group of paratroopers on an assault of four German artillery pieces near Utah Beach. An archaeological dig is now taking place at Brecourt Manor. As the world marks the 80th anniversary of the D-Day invasion in Normandy, remembrances are being held in central Pennsylvania. people are paying their respects to the 13 Pennsylvanians buried in the Gettysburg National Cemetery who lost their lives on June 6, 1944.    Tomorrow marks 50 years since Vice President Gerald Ford dedicated the Raystown Dam in Huntingdon County. Midstate Congressman Scott Perry  who played an active role in former President Donald Trump's efforts to overturn the 2020 election - will serve on the House Intelligence Committee. Governor Josh Shapiro has signed a measure into law banning the use of cellphones while driving.    Support WITF: https://www.witf.org/support/give-now/See omnystudio.com/listener for privacy information.

It's 2024- the 80th anniversary of the "OPERATION OVERLORD"/ D-Day, the Allied Expeditionary Force assault on Hitler's Fortress Europe. To mark the occasion, we are back with episode 62 alum, Jon- aka @mosquito_boat- to discuss watches, the WWII Airborne Demonstration Team, and his upcoming airborne assault into Normandy as a WWII historical reenactor. Remember the Dick Winters character (I term I hesitate to use: MAJ Winters was very much a real person and a real hero of WWII) from "Band of Brothers"..? Well, Jon is all about keeping the memory of Winters, and those like him, alive and well in our collective memory! Oh... and he's a watch guy, too.

On this special episode of Scaling UP! H2O, your host Trace Blackmore takes a detour from our usual industrial water treatment discussions to delve into a profound topic that resonated deeply with him in 2023. Join Trace as he shares insights from the game-changing book, "The Relationship Cure: A 5 Step Guide to Strengthening Your Marriage, Family, and Friendships" by the esteemed Dr. John Gottman. Discover the transformative power of understanding and combating the "4 Relational Horsemen": Criticism, Contempt, Defensiveness, and Stonewalling. Trace unpacks these destructive communication patterns and reveals how they can erode the fabric of relationships, whether personal or professional. In this episode, you'll gain timeless tools to douse the flames of relational friction before they become an uncontrollable bonfire. Dr. Gottman's principles aren't just about salvaging troubled relationships; they're a compass for building stronger connections with those in your circle. As we step into 2024, Trace guides you through practical applications of these principles, ensuring that your most important asset—your relationships—flourish and thrive in the coming years. Tune in, and embark on a journey towards healthier, more fulfilling connections. Because when we invest in our relationships, we're investing in a successful and rewarding 2024 and beyond.   Timestamps 01:00 - Trace Blackmore asks you to reflect on 2023's victories and plan for this year with the 12 Week Year 04:20 - Upcoming Events for Water Treatment Professionals  11:00 - Drop by Drop With James McDonald  14:15 - The purpose of relationships and inspiration for this episode 18:30 - Reminders about what we've learned about relationships from Kathleen Edelman, Major Dick Winters, and Tim Fulton 21:12 - Introduction to “The 4 Relational Horsemen” from Dr. Gottman: Criticism, Contempt, Defensiveness, and Stonewalling   Quotes “Our life is all about the relationships we have.” - Trace Blackmore “We need to diffuse situations, acknowledge what people are going through, and ultimately make the relationship better.” - Trace Blackmore “Stop and think: how do I take responsibility and not shift the blame to the other person?” - Trace Blackmore “The Temperaments is one of the best things I've ever done to understand myself and every key relationship in my life.” - Trace Blackmore “Today is a great day to build relationships and to make this year a year of kindness, a year of building relationships.”   Connect with Scaling UP! H2O Email Producer: corrine@blackmore-enterprises.com Submit a show idea: Submit a Show Idea LinkedIn: in/traceblackmore/ YouTube: @ScalingUpH2O   Links Mentioned Ep 344 Toasting Triumphs: Reflecting on A Year of Water Wisdom (Last episode of 2023) Ep  132 Pinks and Blues: 12 Week Year Ep 179 with Kathleen Edelman - Communicate Better with Others Ep 281 with Kathleen Edelman - Power of Kindness Ep 117 with Kathleen Edelman - The One With Temperament Expert  Kind Words Are Cool Band of Brothers - 2001 Miniseries Ep 22 with Tim Fulton Ep 280 with Tim Fulton - Retaining Top Talent Dr. John Gottman's 6 Things that Predict Divorce Dr. John Gottman's 4 Horsemen of Conversations The Rising Tide Mastermind Scaling UP! H2O Academy video courses Submit a Show Idea AWT (Association of Water Technologies)   Books: Drop by Drop: Articles on Industrial Water Treatment by James McDonald  The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months by Brian P. Moran, Michael Lennington I Said This, You Heard That 2nd Edition (2023) by Kathleen Edelman I Said This, You Heard That (Workbook) by Kathleen Edelman The Relationship Cure: A 5 Step Guide to Strengthening Your Marriage, Family, and Friendships by John M. Gottman The Seven Principles for Making Marriage Work: A Practical Guide from the Country's Foremost Relationship Expert, Revised and Updated by John M. Gottman The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change by Stephen R. Covey The Emotional Bank Account by Franklin Covey Beyond Band of Brothers: The War Memoirs of Major Dick Winters by Dick Winters   2024  Events for Water Professionals Check out our Scaling UP! H2O Events Calendar where we've listed every event Water Treaters should be aware of by clicking HERE or using the dropdown menu.   Drop By Drop with James McDonald In today's episode, we're wandering through a reverse osmosis unit. Starting after the pump just when the water enters an 8” RO membrane element itself. Imagine it, if you will.  Imagine the water flowing into the feed channels between the membrane envelopes themselves. Imagine the pressure. Think about how suspended solids could behave at this entry point, if they made it beyond the prefilters. How might any suspended solids interact with the feed spacer material or surface of the membrane? Think about where any chlorine allowed into the RO system would start to impact first. What damage could it do? How soon? We have not passed through the RO membrane itself yet. No, we continue to flow down membrane elements, passing from one to another still on the feedwater side of the membrane. As our journey continues, we slow down a little as pure water passes through the membrane, and there's less and less water on our feedwater side. The speed probably picks up as we move from one stage of the array to the next, with a lower number of membrane housings to ensure proper velocity and turbulence to help keep the membrane surfaces clean as we press onward to navigate around the feed channel spacer material. Although we are flowing between the membranes, we may be tempted to flow around the membrane elements themselves, out by the membrane housing. What could stop us, right? But something does. What is that thing? Is it the brine seal?  Something we haven't paid much attention to until now is that our water chemistry is changing. It is becoming more concentrated. When does this become a problem? Where does it become a problem? How does it become a problem? As we wind our way through the RO array's stages, membranes, and piping, we finally reach our point of exit where we are called reject or concentrate. From here, we are either sent down the drain or sometimes captured and reused in other applications with less restrictive water quality requirements.   

In this episode, James interviews professor, reenactor, and YouTuber Jared Frederick about his 2020 book (co-authored with Erik Dorr) Hang Tough:The WWII Letters and Artifacts of Major Dick Winters. Jared and James discuss the inspiring life and career of Dick Winters, a decorated officer in the 101st Airborne Division during World War II and the main character of the award-winning 2001 HBO miniseries Band of Brothers. Jared and James examine Winters' life largely through a series of letters he wrote to a penpal in the U. S.This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/4747725/advertisement

Episode 2 of Band of Brothers is the day of all days, D-Day. The largest invasion in military history begins. The men of Easy Company begin their war with jumping out of planes as the allied forces jump into Normandy. They are the first wave of the military on D-Day and must help destroy German artillery that are firing onto the beaches of Normandy. The Germans are firing upon Utah Beach, killing American Army men. Dick Winters begins his war without a weapon and must lead his men in this first battle of the war with the allied forces behind enemy lines. Winters is forced into this position due to the leader of Easy Company dying during the jump into Normandy. The war has begun, and now the men of Easy Company must stick together and help one another in this deadly war, and they must help one another survive so they can end this war and go back home to their families.

Narrated by actor Damian Lewis ("Dick Winters" in Band of Brothers. In 2012, a statue was dedicated in Normandy, France recognizing American Junior Officer leadership on D-Day. Thanks to the HBO series Band of Brothers, the figure depicts one of the war's most famous officers, Richard "Dick" Winters of the "Band of Brothers." Hear how the statue came together and how Dick Winters's legacy still resonates in Normandy today.

In this Special Memorial Day episode, we salute all those who gave their last full measure of devotion to our country by giving their lives.   We REMEMBER THEM TODAY! As a fitting tribute, we will cover an excellent book written by Dick Winters,  Beyond the Band of Brothers:  The War Memoirs of Major Dick WintersKey points:A British family helps Dick Winters to prepare for the tough challenges aheadLeadership by example & good friendshipHeartfelt thanks & gratitude for the members of the armed services who have died defending our countryOther resourcesWant to leave a review? Click here, and if we earned a five-star review from you **high five and knuckle bumps**, we appreciate it greatly, thank you so much!Because we care what you think about what we think and our website, please email David@teammojoacademy.com, or if you want to leave us a quick FREE, painless voicemail, we would appreciate that as well.

The harrowing experiences of Major Dick Winters and Lieutenant Colonel Ronald Spiers, along with their abilities to successfully lead solders, provide deep insights for anyone interested in leadership and small unit dynamics. Frederick explores the specific elements, personal and professional, which enabled Winters and Spiers to become legendary leaders.

Al Murray and James Holland speak to actor Ross McCall about his role in Band of Brothers as Joseph Liebgott. Ross talks about researching the role, meeting Dick Winters and auditioning in front of Tom HanksExec Producer: Tony PastorProduced by Joey McCarthy@WeHaveWaysPod Hosted on Acast. See acast.com/privacy for more information.

In our third episode featuring Reid Clanton's return to Europe, we're discussing one of the Band of Brothers' most famous missions, the Battle of Brecourt.Early in the morning on D-Day, Dick Winters led a small group of 12 men on a daring assault to destroy a German four-gun 105 mm artillery battery sighted on Utah Beach.  The attack was successful and was later chronicled in the second episode of the amazing 'Band of Brothers' series.  How accurate was the account?  What really happened?  Eric LeBoeuf, Normandy tour guide, takes through the entire battle.

D-Day is June 6. We have all heard of Easy Company, the Band of Brothers and Dick Winters but little has been written of Ronald Speirs, the longest serving commander of Easy Company. Join me in conversation with co-author Jared Frederick as we discuss his new book Fierce Valor: The True Story of Ronald Speirs and His Band of Brothers  published by Regnery History.        

If it wasn't for Rob's interaction with Dave Gainer during his time at Microsoft, there's no doubt that Rob's life and career path would have been vastly different, and very likely not in a good way!  Dave currently is Vice President of Product for Microsoft Office, but he's ALWAYS been a great leader of people.  As you listen to this conversation, you'll quickly realize why Dave is in the position of leadership that he's in.  He's QUITE good at it, and he shares his story and his approach towards being a leader. References in this episode: Sapiens by Yuval Noah Harari The Borg from Star Trek Ken Puhls on Raw Data Lori Rodriguez on Raw Data Kellan Danielson on Raw Data Mark Cuban/Wayne Winston Tweet The Sphinx from Mystery Men Tom's Blog Post-Where Have All The Good Managers Gone? Episode Timeline: 2:30 - Dave turns the tables and asks us some questions and the unconventional story of Dave Gainer 25:30 - Dave and Rob's paths cross (and Rob learns some vital lessons), the importance of storytelling to bring humans together, and what makes a good leader 45:30 - Dave's leadership principles and guidelines and how he formed them, the influence that Dave has had on Rob (and many others), 1:10:30 - A good leader can come from anywhere (ala Ratatouille) and the role of fate in life and career 1:29:30 - Dave swears he isn't a radical (we think he is), Dick Winters from Band of Brothers has some rules Dave emulates, incentives and remote workers

Supervising Producer and lead writer Erik Jendresen joins host Roger Bennett to break down one of the series' most emotionally complex episodes, which leaves them on the brink of the Battle of the Bulge. Plus, Jendresen's experience sitting in the real Dick Winters' Easy Company inner sanctum while researching the project.  See omnystudio.com/listener for privacy information.

Fear is not only debilitating, but its existence also destroys the cohesion of a command. It is the responsibility of a commander to identify the limits of courage, break the paralysis of fear, and motivate his soldiers to continue with the mission. Courage conquers fear. - Maj. Dick Winters Conversations with Dick Winters: https://www.amazon.com/Conversations-Major-Dick-Winters-Commander/dp/0425271544 --- Support this podcast: https://anchor.fm/donavon-riley/support

Three man pod tonight as Brad Criswell joins us, watch update, Kaiti's Theatre, feedback, HS sports, Iowa Draft Horse and Mule Association, small inner circle, Mineart Field, Brandon Bair

Join Robert Child for a conversation with author Jared Frederick. His latest book is Hang Tough: The WWII Letters and Artifacts of Major Dick Winters. Beneath this marble image of a reserved officer is the story of a common Pennsylvanian tested by the daily trials and tribulations of military duty. Dick Winters wartime correspondence with a pen pal and naval reservist, DeEtta Almon, paints an endearing portrait of life on both the home front and battlefront—capturing the humor, horror, and humility that defined a generation. Purchase this book and help support your local book store at the link below. USA Shop https://bookshop.org/lists/books-from-authors-on-point-of-the-spear-podcast UK Shop https://uk.bookshop.org/lists/books-from-authors-on-point-of-the-spear --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/robert-child/support

On this episode of Big Blend Radio's "Military Monday" Show, award winning author and military historian Mike Guardia shines the spotlight on Richard "Dick" Winters. A renown officer in the US Army and decorated World War II veteran, Winters has been featured within numerous books and was portrayed by English actor Damian Lewis in the 2001 HBO mini-series "Band of Brothers." More about internationally recognized author Mike Guardia and his writings, here: https://mikeguardia.com/ 

On this episode of Big Blend Radio's "Military Monday" Show, award winning author and military historian Mike Guardia shines the spotlight on Richard "Dick" Winters. A renown officer in the US Army and decorated World War II veteran, Winters has been featured within numerous books and was portrayed by English actor Damian Lewis in the 2001 HBO mini-series "Band of Brothers." More about internationally recognized author Mike Guardia and his writings, here: https://mikeguardia.com/

Matt and Ryan discuss ten leadership lessons from the legendary WWII combat veteran Major Dick Winters.

Podcast Episode 89

Since the HBO WWII miniseries Band of Brothers aired in 2001, Major Dick Winters of the 101st Airborne has garnered international acclaim. His exploits hit key moments of the North Western European campaign in 1944-45 as Winter’s took part in D-Day, Operation Market Garden and Battle of the Bulge. A modest hero, he epitomizes the notion of dignified leadership. Winters was a fairly prolific letter writer, one person he wrote to regularly was a young lady called DeEtta Almon. After the war they lost touch but upon the release of Stephen Ambrose book Band of Brothers, DeEtta contacted Winters and presented him with all the letters he had written to her during the war. In this episode I’m joined by Erik Dorr and Jared Frederick.   Erik is the owner and curator of the Gettysburg Museum of History, which houses a Dick Winter Collection.  Jared Frederick is professional historian and lecturer, with Erik they have written Hang Tough a unique view of Dick Winters based round the letters to DeEtta Almon that are now housed at the Gettysburg Museum of History.

The Battle of The Crossroads! Bennett Tanton joins Jeff and breaks down the battle and the episode "Crossroads" from The HBO Mini-series "Band of Brothers" This is the midway point of the series and the title has multiple references. We see the crossroads of Dick Winters going from combat leader to battalion level command, crossroads of the impact of the experience and exposure to combat on the men of Easy Company and the crossroads of battle-tested Easy Company into the real lifelong impact of the Ardennes Forrest. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/changeyourpov/message Support this podcast: https://anchor.fm/changeyourpov/support

"Don't ever put yourself in a position where you can take from these men." Before he was promoted to command 2nd Battalion of the 506th Parachute Infantry Regiment, 101st Airborne Division, Cpt. Dick Winters leveled a measured rebuke against his commanding officer. What convictions made him so bold, and why is it important for us today? Join Stephanie and Andrew for an important lesson in life, community, and leadership from Easy Company—the 'Band of Brothers'—and grow as a leader who serves and sacrifices with honor. DURATION: 34 minutes

Meet Maj. Dick Winters and Cpt. Lewis Nixon of Easy Company, better known as the "Band of Brothers." Find out why their friendship and brotherhood brings such encouragement to Stephanie and the FAI family as we pioneer on the Gospel frontier—and, very simply, learn how to live and love each other like Jesus does. Special guest (and unofficial Easy Company expert) Andrew Cowart joins. Who is the Quaker? Who is the alcoholic? More importantly, which one reminds Stephanie of herself? Find out in the first of this 6-part miniseries before Jeff returns for Season 2 of 'The Better Beautiful.' DURATION: 34 minutes

Hvor mye av det som skjedde med Dick Winters og medlemmene i Easy Company er sant? Vidar Hodnekvam tar et dypdykk i det episke krigsdramaet Band of Brothers. See acast.com/privacy for privacy and opt-out information.

Andy talks with former colleague and friend Kevin O’Brien, a Squadron Leader in the Royal Air Force who has an avid interest in military history and Polar exploration. Kevin’s mantra is “every day is a school day”. In this second episode  with Kevin, we hear three stories that guide and inspire how he lives into better leadership in his own way, including   (Go to 01:41) Sir Ernest Shackleton CVO OBE FRGS FRSGS was a British Antarctic Explorer who led three British expeditions to the Antarctic. Kevin tells Shackleton’s story of fortitude, being trapped in and living on the ice for 10 months, crossing the Southern Ocean in a lifeboat and in particular highlighting Shackleton’s qualities that marked him out as an exceptional leader. This includes anecdotes about how Shackleton understood his team, broke down barriers of rank, knew how and when to inspire tired crew members in a way which didn’t draw attention to their suffering. It is a tale of an eternal optimist, a man who never lingered on things and willingly carried problems with a ‘move on’ attitude.   (Go to 09:28) Richard ‘Dick’ Winters was an officer in the US Army and was a decorated war veteran. Best known for commanding Easy Company of the 2nd Battalion 506th Parachute Infantry Regiment of the 101st Airborne Division during WW2. His story and that of his comrades was made famous through the HBO Series ‘Band of Brothers’. Kevin shares a number of anecdotes from Dick Winters’ actions, and reflects on his ‘Leadership at the point of the bayonet’ guidance that is still used as a leadership handrail for junior commanders on the battlefield today. The assertion that mental resilience comes from physical fitness, the importance of preparation and study - mastering your craft, the vitality of the 3Cs - Courage, competence and character in developing your team by example. We also gain an insight into the importance of delegation - to increase your capacity to use your creativity/innovation to create winning plans full of imagination and agility under pressure. Humility - don’t worry about who receives the credit and finally, never, ever give up - it won’t last forever, opportunity will always crop up…   (Go to 20:03) In Kevin’s final story, he shines a light on the heroism of Gary Gordon and Randall Shughart, US special operations soldiers posthumously awarded the Congressional Medal of Honour for their actions during the Battle of Mogadishu in October 1993. Their story is known to many through the film, Black Hawk Down. Kevin tells the story of 2 experienced leaders who knew the bigger picture was grim - but saw a way to help their commander re-gain initiative and momentum. They made a decision for the bigger team. It is an exemplary anecdote of selflessness and the power of a positive culture - and a willingness to make their own fortune: their commitment to ‘leave no man behind’.    

What does it take to be a leader and motivate a group of people to accomplish a common goal? How do you build credibility and develop trust with your team? Are you able to communicate with humility so it’s not about you but about the overall mission? MEMIC Loss Control Director Randy Klatt shares leadership tips from more than 40 years’ experience working in industries where safety is critical to success—in emergency medicine, as an active duty Navy pilot, a commercial airline pilot and an aviation safety instructor at the university level. Peter Koch: Hello listeners, and welcome to the first ever episode of the MEMIC Safety Experts podcast. I'm your host, Peter Koch. Join me and my guests every two weeks to discover new nuggets and insights into work, life, physiology, psychology, common trends and inspired solutions while we discuss safety as it relates to us humans. Check us out at MEMIC.com/podcast or find us on your favorite podcast player by searching M E M I C Safety Experts. New episodes drop every two weeks, so jump on over to MEMIC Safety Experts podcast and subscribe. In this our inaugural episode, we're going to talk about leadership and its role in driving safety in any industry as a safety consultant working for MEMIC for the past 17 years and across a variety of different industries. What I've realized is that safety impacts every part of each position that you have and every task that you do. And being an effective leader can create a great culture of safety and increase safety performance. So, let's get started with a quote from James Buchanan, “The test of leadership is not to put greatness in humanity, but to elicit it for the greatness is already there.” He was an American president from 1857 to 1861 and realized that even then people had the inherent ability to succeed. And good leaders will provide motivation and opportunity for that success to manifest. For today's episode about safety leadership, I'm speaking with Randy Klatt, CSP and director of Region 2 Loss Control at MEMIC to better understand how leadership affects safety, culture and employee performance. Randy has over 40 years of experience working in industries where safety is critical to success. His career spans emergency medicine, active duty Navy pilot, commercial airline pilot and aviation safety instructor at the university level. Randy has worked with MEMIC since 2003 and he's been leading a team of consultants serving the southern and central Maine areas. Randy, welcome to the podcast today. And thanks for being here for our first episode. Randy Klatt: Hello, Peter. It's good to be here. Thanks for having me. Peter Koch: I really appreciate coming down and talking about leadership with us today. So, let's jump right into it. So, in your opinion and from your experience working within the field and within the aviation industry and then working here for MEMIC for as long as you have, what does it take to be a leader? Randy Klatt: What does it take to be a leader? You could take all day to answer that question, Peter. Of course, there's all kinds of things involved in that. But if I had to pinpoint just a few things, if we consider what the definition of leadership is to start with, to motivate a group of people to accomplish a common goal.  What do you need to motivate people?  And there are all kinds of skills and attributes that we could talk about. But to me, there are two things that stand out right away. One is if you're going to talk the talk, you've got to walk the walk. So there has to be that credibility piece. There has to be that trust from your, from your people. If they understand that you actually do what you say they need to do. They'll be willing to follow you. And the second attribute that I really like is humility. If you look at history, some of the greatest leaders in history were actually very humble people. They didn't really like to talk about themselves. It wasn't about them. It's about the team. It's about the accomplishment of the goal, the overall mission. So those are the things that come to my mind from the very top. Peter Koch: I think that's fantastic. And those two things seem to be able to translate pretty well right into leadership in the safety field and the safety world to motivate people to be safer. Though we don't always see that happen. I mean, that's really why we have our jobs as safety experts here, because workplace safety doesn't always occur. And we do have injuries in the workplace, and it does happen. So how would those two attributes really work in towards workplace safety and becoming a successful leader in workplace safety? Randy Klatt: Well, again, if the people that work for you or report to you or work in your organization, if they trust their leaders, they'll listen to their leaders.  And if the message from leadership is, we're going to operate a safe operation. We're going to follow the rules; we're going to do what the right thing to do is, and then people are much more likely to do that. So, a leader is such an important foundation of any safety program. Most workers know what the right thing to do is from a standpoint of safety. But if that isn't reinforced by leadership, by supervisors, if that isn't encouraged, if that isn't something that people are held accountable to, then what happens? Then, then we're probably depending upon production and we're looking to production, we want to get the job done.  Of course, everybody wants to get the job done but if the leaders are saying, yes, the job is important, but let's balance that with safety, we're going to do it. But we're going to do it safely. People are much more likely to do that. If leadership just says get the job done, turns around and walks away. Well, you know what the results will be. People will focus on the job. They will get the job done. But they're going to risk their own safety or the safety of others in order to do that. So, leadership does start at the top. We could talk all day again about different levels of leadership and what's most important, but having a solid mission in mind and holding people accountable to that and treating them with respect and trust at the same time, making sure they're doing what they're supposed to do. Supporting them with their needs. That's what's going to get things done. And that's what's going to provide a safe and healthful workplace. When I see a claim, when I see an injury, typically my first thought is, where was the supervisor? Where were the leaders? Why was that set of circumstances allowed to exist in the first place? That should not have happened. And yes, everyone is responsible for their own safety and health. So, we can look to individuals, but there is probably a culture that developed there that set up that scenario. And with proper leadership, it wouldn't have happened. Peter Koch: Sure. Boy, those are really fascinating. And when you think about it, and when I look at the different people that I've worked with in the past, there hasn't been any business owner, supervisor, manager, vice president, whoever that would be that I'm communicating with, none of them want their employees to get hurt. Not a one. And if you come right out and ask them, did you, were you expecting that person to get injured? Did you want that person to get? No, they definitely don't want that. So how does that desire for someone to go home in one piece then get convoluted or changed? And I think the leadership equation is there because most of them have stood in front of their employees and said, I want you to work safely. You have permission to say no if the job seems too challenging for you or unsafe and come to me or come to your manager or come to your supervisor. But yet, we still see that employees will make different choices. And I do believe it comes from the trust of that individual or maybe interpretation. So, if I stand in front of you as the supervisor and say, I want you to work safely, and like you said, then wander away to do something else. Maybe it's working on productivity or scheduling or some of the other tasks, or maybe to go take over a job that I had done in the past and someone didn't show up today, so I'm going to step into their shoes so we can keep productivity going. There's a mixed message there that comes from that supervisor or manager. Randy Klatt: There is absolutely a mixed message there. And what I often see is, and what we always see, especially in manufacturing, a large facility, you walk onto the floor and there's a big banner that says safety is number one.  Safety is my number one priority. Safety is job one. We see those things a lot. And I was just at a location not too long ago and I saw that banner. And we're right next to it was a railing on this, on a set of stairways that was missing the mid rail and would in no way be compliant with the OSHA standards. And I could frame it in the same photograph. Something is wrong there. The message is a good message and it should be promoted as a priority for the organization. But when you have a clear hazard right next to it, that hasn't been addressed by anyone, we know that that is not a message that's permeated through all of leadership, that has been started at the top and has made its way all the way down. So, something is missing. So, the message is, yes, be safe, but just get the job done. That's the subliminal message. And that's when people get hurt. People don't, you're absolutely right, people don't want to get hurt. They don't try to get hurt. And there are no business owners I've ever met who want to see people injured. Certainly, we don't. But if you're not actively engaged in preventing it.  Actively engaged in fostering a culture that says workplace injuries are not inevitable and they are not acceptable.  And we have to do everything we can to prevent them.  If you have that kind of culture, you probably will prevent at least a very good portion of those injuries. And it's not just lip service. It's actual actions that are required. Peter Koch: And there is the difference between having a mission that states that that injuries are not acceptable and they're not inevitable and they are preventable.  And then holding people accountable for actions that will support or promote the mission, whatever those actions are. And there's multitude of things that we'll get into later on in the podcast of what, what supervisors can do to help lead in safety. So, what are some examples of how good leadership can have a positive effect on workplace safety? Maybe some specifics that you've seen out there, some behaviors or actions or practices that you've seen work really well in the workplace? Randy Klatt: Well, I can give you an example. That again, happened not too long ago. One of the insureds that I work with, the safety manager, is very aggressive. He's well versed in safety.  He's a good man. He wants to prevent injuries doing his job. And it's taken a while to turn the culture around at the organization, but he's done really well with it. They recently turned down a hundred thousand dollars in income in a job.  They could have taken on this extra role and made a lot more money. But there were safety issues involved and in what they were about to do. And as the safety manager, he stood up as a leader and said, we should not do this. And the owner did back him up and said, all right, we won't. Long story short, eventually, that customer that they were working with agreed to change conditions and changed the environment that they were going to be working in, and they ended up getting the job anyway. But I thought that was really a great example of how a safety leader stood up to do his job and said, this is not acceptable, we should not take on this risk. In the past, that hundred thousand dollars of income probably would have been the driver.  But the culture has become safety oriented enough to say, and accepting enough to understand that, ah right, if we get somebody hurt, we're gonna lose that hundred thousand dollars many times over, so let's not do that. So, I think it's very possible for businesses to do that when they have that focus, a broad, focus on safety, culture, productivity, quality. We've talked about those things many times in the safety world about balancing those three. And you can do that.  But you have to have leaders who are willing to do it.  Because if I told the frontline employee to go do that job, he would have done it. He would have risked his own safety, probably because he was told to do the job and a good employee will do what they're tasked to do because they feel obligated to complete the mission.  Peter Koch: Complete the mission. Trust their, trust that their employer has their best interests in mind or on the negative side, not trust, but do the job because they don't want to lose their job. Randy Klatt: Sure. Peter Koch: There's parts there, too. Randy Klatt: Employees have to, they're paid to do the job. And they will say that to me.  That's my job. Well, it is your job, but it's not your job, your risk, your safety. And if you have someone that is in leadership who is supporting that, in the end, it'll work out so much better. So, in this particular case, not only did they prevent injury, they corrected a site that was not safe, and they still got the job in the end, anyway. Peter Koch: That’s a fantastic outcome. Randy Klatt: Really a great outcome for everyone. So, I think that's the best example I have in my recent history of where leadership really took over and did the right thing to prevent injury. Peter Koch: And really, when you look at what they put first. And so you talk about the balance of the three things that get measured most within business, which is the quality or service of the products you're putting out there, the productivity, how well you are managing the finances, what is coming in versus what's going out. And then safety being that last part. If you put either productivity or service at the basis of all your decisions, there is a darn good chance that that particular decision that happened at the company that you were referencing before, would never have happened because it would have been about the money. Or it had been about the quality of the product that they had to put out first, instead of understanding that they didn't have the, they weren't able to manage the risks or the exposures that they had for their employees. So, having safety at the base of their stool or the base of their triangle. Randy Klatt: In the end, it is all about leadership. You know, when we go back again to that definition, motivating people to accomplish a common goal. Well, the common goal is business, it's productivity, it's making money, but it's also doing it safely because obviously safety impacts the bottom line as well. So, you can't do one without the other two the quality product, productivity and safety.  It all has to work together. And a leader has to understand that all the way down to the front-line supervisors. Peter Koch: Do you have enough experience with that one particular company to talk about how they got to that point to have safety be such an important part of what they do?  Randy Klatt: It has been a many year process and it's a company that's growing. So, when you're growing, the financial end of the business is so important because there's so much risk and you're inheriting other territories, other employee groups. So, the safety manager has grown considerably, not only in his experience and his ability to focus on the right things, but also to stand up and say, no, we can't do that.  To hold people accountable and to convince their owners, the board of directors, you know, other people involved, that yeah, this is the right thing to do. It's it may cost us up front. We could have lost that contract. We could have lost that business. Fortunately for him, in the end, they didn't. And that was just the icing on the cake. But it does take quite a process for a lot of organizations if they haven't been focused on it before to turn that all around. It's like turning around a ship. It takes a long time to get that baby going the other direction. And once it goes the other way, it has to be maintained as well. So continual education, continual training, continual focus on the right things. Peter Koch: So, what did they have experiences in their past where a similar decision was made, and they found success with it? Or did they have maybe a negative experience in their past where safety wasn't focused on and there was an employee injury or something else that affected the productivity and safety that allowed them to sort of leapfrog into this place? Because you the company that's growing certainly has a lot of challenges. And the finances are truly important as the margins are pretty tight right at first as you're starting to expand and there's a lot of risk. But conversely, even if you're not growing and you're in a challenging place in the marketplace, doesn't matter where you are, those same pressures could be there. So, there are many times there needs to be something to move that company towards that leadership, the safety leadership place. Was there a place in that history there do you know? Randy Klatt: I think there was. I know they had a couple of bad years. They had some serious injuries. And I, I don't know that that company-wide, they recognized that as much as they should have. And I give all credit to their safety director because he made it clear, he's the one that stood up and stamped his feet and did what he had to do to get everyone's attention. And he takes it very personally as well. He cares about the people that work there, and he knows it's his job to protect them. And he also knows that he's not out there in the field with them at all times, so he has to depend on those managers and supervisors that are out there in the field. But I think they saw the light after a year or two of fairly unsuccessful safety performance. And said all right, we have to do something. And maybe he's right. Maybe we need do need to focus on some other things. And that's what they've done. And it's turned them around quite well.  When their rates are way down, their experience rating's way down. Losses are down. Lost work time is almost gone. Restricted duty and return to work program is robust. All those things. But those are standard things we always recommend, and any company can adopt them, but it takes a village to make that all happen. It takes everyone to understand the benefits of that. Peter Koch: Certainly. And that's what you're speaking about there is not so we're talking a lot about the leadership of working safely. But there's also some leadership that has to take place in order to manage an injury that has happened on the factory floor or at your business. Because if you don't have good leadership to recognize the dignity, dignity of the human person and that they have value to come back to the business and also the effect that ignoring that would have on your business.  That can put you in a precarious position as well and can have a lot of negative effects in a circular fashion, that the negative effects from not managing that injury can also have negative effects on the pre-loss side of your business, on the safety side. Your ability to get workers to work safely, to trust you that you have their best interests in mind. Randy Klatt: Absolutely right. And in today's business environment, when we're talking 3 percent unemployment and how the economy is, is booming. What do companies need more than anything? They need people. They need reliable workers. They need people there doing their job. And if they're being hurt on the job, that that's not going to help anybody. So, the economic side of it is so important. But beyond that, of course, we would more and more focus on what is your most valuable asset, that person. And that's the person we want to go home every day with all their fingers and toes, and we have to make sure that that happens. If you treat your employees like you treat your family, I think that's a fundamental leadership position to take. You're probably going to have fewer injuries in the workplace. So, I am reminded of a quote from Abraham Lincoln. You must remember that some things that legally are right but are not morally right. So, what's the right thing to do for those people that work for you? It's to make sure their home, home safe every night. That's a that's a leadership role you have to take, a position you have to take. And if it means turning down some business, so be it. Just the right thing to do. Peter Koch: Just because you can doesn't mean you should. Randy Klatt: Correct. Peter Koch: That's a great quote from Mr. Lincoln down there.  And this kind of moves us to a question around why people need to be led for safety anyway. And it comes into that, quote just because we can doesn't mean we should. So, there's a lot of cans that employees can make choices on within the workplace. And sometimes those cans are the right, sometimes they're not the right decision because they shouldn't have taken it. But you know, the universal question. Why? Why do people do the things that they do? There's many motivations for that. And it comes down to that question, why do people need to be led to safe work practices or into a safety culture? Why do people have to be led? Why do you have to be a leader to do that? Randy Klatt: That's a great question. And again, we can take all day to talk about that. But if you think about the fundamentals of safety, it's doing the right thing, which may not be the most easy thing to do. It might it might not be the quickest thing to do. We could talk about triggers, behaviors and consequences. You know, humans do things. We behave in a way that will result in a favorable consequence, in a positive result. So, if I have to set up a job and I need a six-foot ladder, but all I have is a four-foot ladder.  Well, the positive consequence for me is going to, could be, that I will use that four-foot ladder and stop, stand on the top of it. Yes, I'm risking safety, but I get that job done pretty quickly. And if, if it's done and I'm not hurt and I can move on to my next job, that's a positive consequence. So, I'm likely to do that. Now, I know that there is a possibility of a negative consequence there. I could fall and be hurt. Likelihood is it's not going to happen. It's not the most immediate thing in my brain. So, I'm going to go for the soon, certain, positive consequence. I'm going to go do that with less than ideal tool or equipment. And that's where we have to lead people to say and to make sure that we follow through in the workplace. But to say that that's not acceptable. I don't want you taking those risks. I want you to go take the extra five minutes. Go find the correct ladder. Go find the taller one so that you can use it safely and properly. And, yes, it's gonna take you a few extra minutes. But now I know that we have reduced the likelihood of an injury significantly. And that's what's important to me. You're still get the job done and that person has to understand that.  And again, once you build the culture and once leadership says that that's the way we're gonna do things around here, then they're much more likely to do exactly that. You would think. And of course, I hear this all the time it's common sense, right? Safety's common-sense Peter.  What are we, we don't need to worry about that safety stuff? What's OSHA?  Ahhh, it's called common sense?! Well, no, it isn't, because we know that common sense isn't all that common anyway, right? And we know it's based on each individual's experiences and those are all different. So, we cannot rely on that. We have to demonstrate. We have to train. We have to provide the right environment that people will understand. Okay this is the acceptable way to do this. And there is an unacceptable way. And that may be the way we used to do business. Think about how many injuries we see from body parts caught in machinery, moving parts, pinch points, drawn into augers, whatever. Amputations. Oh, my goodness. Those are all absolutely preventable. When I see it and hear about it, I think alright so where was there lockout tag program? Yes, they have one. Oh, where was the machine guard? It was there, but the worker took it off.  Why would he do that?  You know we think about those -- what was he thinking? -- moments. But if we really examine it closer, we'll figure out what he was thinking.  What he was thinking was he's done that twenty-seven times already. The supervisor knows that they are doing it and he's turned his back to it because it's quick and easy and they get that line operating again or unjam the machine or whatever it is. And that's paying off in the long run with productivity. And that's the mindset.  But really, what's happening is we're bypassing safety guards, we're violating rules, we're violating our training. And we know that's true. But I'm gonna get immediate consequence that's positive because I get this thing done quick. Well that's what bites us, because eventually it catches up to everybody. Peter Koch: Sure does. Why, so the solution sounds easy. The solution is providing an environment where employees feel like they have a, have a job they can do well, and they can do safely.  Provide them training, provide them feedback. Why is it so difficult for supervisors, managers, leaders within the workplace to have those conversations with those staff? Because you hit it right on the head. You talk about that example of the person getting their fingers caught in something because they remove the guard. And there is knowledge by the supervisor that this has happened before and they've let it go, even though that they know it's not the right process. Trigger, behaviors, consequences. Why does the supervisor not have the conversation when they see it happen or when they see the near-miss that occur, where they walk by the guards off the machines running properly?  The employee is back at the workstation. Nothing's happening. But he knows because the guards off that hands were near or close to the moving parts. Why don't they have that conversation? Randy Klatt: I think that's human nature, to for the most part, avoid conflict. It's easier not to do it. It's easier to walk past without saying anything because I've got ten thousand other things on my to do list today. And that one is I'm just going to let that one go because the odds of an injury are pretty remote. And we've done it that way many times. We could talk about the seven step steps to stagnation. One of those seven steps is we've always done it that way. Of course, that doesn't mean it's the right way to do it. So, if I can avoid the conflict, maybe that worker is a friend of mine. Maybe we've worked together for 20 years. Well, it's hard for me to go as a supervisor to approach him and say, you cannot do this, but that's what you have to do when you're stepping up as a supervisor for safety. It's just not the right thing to do. The wrong thing to do is to ignore it or to allow it to occur, because eventually that will bite everybody. Now, do you think it sounds difficult, but if you have the culture that supports it, it becomes a lot easier if you have if you approach it in the right way.  A strong leader doesn't talk about himself. He doesn't make it about him. He makes it about the workers, the team. He has to be harder on himself than he is on others. So, if he is actually violating the rules himself and then telling others it's OK, that's or holding trying to hold others accountable when he is in fact violating rules himself and that that's not going to work either. And this goes back goes back thousands of years. Talk about Confucius, for crying out loud. What'd he say?  A great man is hard on himself. A small man is hard on others. So being a leader doesn't mean you're a straight out... Peter Koch: Authoritarian. Randy Klatt: That's the word, thank you very much. That's not what it's about. It is about holding people accountable. But if I just say, hey, come here, let me talk to you for a minute. Why is this this way? Why is the guard off the machine?   Tell me why. And they explain why. Maybe there is something deeper there. Maybe it's the guards always does make the machine jam up or it breaks a lot, or it does slow down productivity considerably when it really shouldn't. Maybe there is that there's something there that you can dig into and correct. So, they are more likely to do it. That's as simple as maybe safety glasses that people will wear. Why don't you wear them? Because they fog up all the time. Well, let's buy some that have an anti-fog coating, and we'll correct that issue. So, there are solutions, but again, you have to dig into them to find them, and only a strong leader will do that. And will take on the conflict that's inevitable. But do it in a way that makes you make sure that those people understand because you care about them. You're leading from the heart when you do that.  And that's a big topic. But if you again, if you treat people like your family, I think that's analogous to leading from your heart. It's what is the right thing to do for these people. And if we do that, we're probably going to do the right thing for the company as well. Peter Koch: I think that's a great place to take a quick break, because we're really coming to a head here talking about how leading from the heart and humility comes into being an effective leader and how challenging it can be for a supervisor to, to address some of those safety concerns if the culture is not there to support it. So, let's take a quick break and we'll come right back with more discussion about safety leadership. Peter Koch: Welcome back to the Safety Experts podcast. Today, we're talking with Randy Klatt, Director of Region II Loss Control at MEMIC. Let's jump right back in with some more questions.  Peter Koch: So, before the break, we were talking about how supervisors can be successful leaders in workplace safety, and some of the challenges that they've had, or they can have, or barriers to them becoming effective leaders. And you had some good points that there has to be leadership from the heart there, that they have to lead with that personal interaction. And then the challenge is, as humans, we don't typically like the conflict. So the positive interaction, or the positive result of me not engaging in the conflict, when I see something that's not being done safely, and going to do something that I know I'm really good at, is I get that task done and I feel a sense of completion, even though on the other end I've got some other challenges. That seems to be a natural place for a supervisor to be, especially a new supervisor, because like how does a supervisor typically get their job? Randy Klatt: That's the crux of the problem, isn't it? So, you are an outstanding plumber. You do your job very well and you're rewarded by now becoming the supervisor of a team of four plumbers. Or you're now the job super or in a production facility you're now a production manager. What do I know about managing people? I did the job really well. So, there's always that tendency for new supervisors in particular to do the job themselves, to say to someone, oh, just let me do that.  I'll take care of that, because I know I can do it quicker. So, I can focus on production. That's what I've always done. But now, suddenly, as a supervisor, I've gone to a lot of other things I need to do. I need to understand people. I need to know what motivates them. Again, my job, motivate people to accomplish the common goal. How do I do that? What are they thinking? How do I manage? How do I do progressive coaching? How do I schedule? How do I interact with them on the discipline program? How do I know how to get them to do what needs to be done? And that's the hard part about being a supervisor. That's leadership, though. And yes, some people have that innate ability to do that. Others not as much. But it can be learned. It can be learned, and it can be practiced. And that's the important thing. You can read a book on leadership. There are about 10 million of them in publication. So, if you read the book and then you put the book down and you don't ever do any of it, you think ahh, that was kind of cool? Well, clearly, it's not going to help you any. So, practicing it in workplace is the way that you're going to get better at it. And that's something that we probably don't support or do enough of in this world. If you look at the numbers, employee engagement in their employers', employee satisfaction numbers, those are going down continually.  They have for the last 30 or 40 years, people aren't really happy in their jobs. If you look at overall numbers, why is that? Because my theory is anyway, and I have some support in this that people aren't feeling like they're appreciated. They don't feel like people care about them as people. They feel like I'm a number. When I worked for the airlines, I was a commercial pilot. I had a number 2 5 8 2 9 4, was me. That's all my, that’s all my chief pilot knew. There's not a whole lot of satisfaction in that. Let's treat people like people. Let's lead from the heart. And they are much more likely to follow. And I'm not trying to create followers. Actually, what I'm trying to do is create new leaders. That's a leader's job is to train their replacement. That's the way things happen with productivity increases, that the teamwork increases, the mission vision becomes clearer for everyone and they will do it and do it happily.  When someone puts in that extra effort, they work a little overtime, or they complete that project over a weekend. When you didn't really specifically say they had to, but boy, you really appreciate that they did. Then you know that there's some leadership involved there. There's some, they do it because they want to do it, not because they're forced to do it. I would never tell anybody to work all weekend to do something. But if they did, I know they did it because they thought it was the right thing to do. That's a powerful environment to work in. Peter Koch: Sure. And I imagine that you've had the same conversation or a similar conversation with someone who has worked for the weekend or gone the extra mile or did a lot more. And you know that they on their personal side sacrificed some of their own time, their own life, their time with their family, that time with their friends, the time that things that they like to do outside of work and had the conversation with them about it. Super appreciate what you've done. It's an amazing outcome. How do we not do this next time? Because if you keep doing this, you're just going to get burned out. Randy Klatt: Absolutely right. And that would be my that would be the exact conversation I would have and have had many times. I appreciate your effort. I really do. And you do great work. But I also know that work life balance is so important and I need you happy for the long run, as my senior V.P. would say, two philosophies: Surround yourself with people that are smarter than you are and make sure that they are there working for your company at your retirement party. And I think that's pretty basic, but that sounds good to me. I want all these people on my team to be around for the long run. I don't want any turnover. I don't want to lose the valuable people we have. I don't want them hurt. I don't want anything negative to occur. So, I have to treat them like I love them all. And that right comes right from the heart. And if I do that, they are much more likely to perform just to extraordinary levels. And they do it because they want to. And I try to tone them back. If you have a group of, a team that's performing beyond expectations and you have to spend most your time telling them to slow down and not spend so many hours at work and all that, well, you know, you're a pretty good leader and they will appreciate hearing that message. So, I think that's so important.  And people don't work for the dollar. The dollar is not the motivator. Yeah, we all have to be paid. We all want to be paid. That's what we have a job for in the end, I suppose. But that's not why we stay there. That's not why we continue to do that. And that's not why I'm going to go over the top for my manager. I'm not going to do it because I'm getting paid.  I’m going to do it because I think I will be appreciated for it. I think it's the right thing to do and it will help the team. And that's what a leader will do. Peter Koch: Yeah. Get the individual to realize what's in it for them, how their success can help the company and how it will be appreciated. How what you did, whether it is going above and beyond to deal with extra productivity or like in the earlier example of the company, the safety director standing up and saying this is not the right project for us. I have to imagine that that in itself, regardless of the environment that you're in, when it represents a pretty sizable chunk of money coming into a company whose expanding to get up and say this is not the right direction for us to go, that is a difficult thing for that individual to do. And then I'm I imagine because of the culture that that company has, there was discussions about it with him and the owner or the general manager about. Yeah, you're right. And I appreciate you bringing that up. Going the extra mile in that case. Randy Klatt: Yeah, correct.  So, again, a success story for everyone, but a difficult thing to do. And again, we're not often trained how to be a supervisor or how to be a leader, how to be a manager. And that's what has to be it has to be done. And you can learn techniques and skills. You can practice them. You'll be better at it when you do that, and you will see results. Sometimes we will invest time in training and in the overall outlook is we've wasted time. Gee, that's another class that we have to go to, or now half my team is in a class for a day and that just takes away from my productivity. But in the end, the design is to save time.  Is to make that person and those people better leaders, to help them to understand what techniques really do work and to become more productive because they're going to have a more loyal team following them. Peter Koch: That's an interesting point that you bring up about the practice. And I know you see it and I've seen it before we go to do a workshop or a training at a company. And it's a Hands-On skill, it's a technical skill that they're asking for, and we're coming in to do some training with their staff. They want it. They spend a lot of time, and from that, a lot of payroll dollars putting people in the class. It could be an hour class. It could be a four-hour class. It could be a couple of day class. The goal is for the employees to take that information and apply it into the workplace. Then maybe you come back in six months and nothing that was gone over in the training has been implemented. And you have a conversation with the supervisors and the managers, and they start talking to you about how it's how it is just a waste of time, we don't want to do this again. Going on the premise that the information was valuable, because if we're if we're not presenting valuable information, then it's not something that we should present. But the information is valuable. That should be taken into consideration and practiced in the workplace. I think that same principle goes to the softer skills, the human skills, the interaction skills of how to help someone who's been an excellent employee, really good at what they do and helping them along to work on those interpersonal skills to have those difficult conversations with those employees. And it could be even a difficult conversation on the positive, you can be just as you can have a negative effect with a positive interaction depending on how you come off.  'At a boy! Great job! Super job! And if I've heard that for the millionth time as an employee, I'm starting to think that I'm not really getting the honest answer. And I start to doubt whether or not you know what I'm doing or if I know what I'm doing. Randy Klatt: Very good.  Yeah, that's the verbal version of the poster that says safety is one, number one, when we have hazards all over the place. So, I often get that question, do I have to thank people for doing their job? Or there will be supervisors who say, I don't have to thank people for doing their job, that's what they're getting paid for. And I can't disagree any stronger. We do have to thank people for what they're doing because recognition, acknowledgement of their successes is so important to us as human beings. Again, that's why I'm working there. If I can make 50 cents an hour somewhere else and I don't feel like I'm valued, I'm going to go somewhere else. But if I feel like, wow, my leader really does care about me as a person, when I walk in every morning, he or she asks me, how's your, how was your evening? How's the family? How are those kids doing? What'd you do over the weekend? He takes a minute to actually engage as a human. That's pretty cool. And when we ask people in in our leadership courses about what did you most admire in a leader in your past? Could be an employer, could've been a coach or a teacher, whoever. But just think of someone in your past and who really had an influence on your life. And what did you most admire about them? And we write down all those attributes. They are all human skills. I admire them because he was a good listener, because he was patient, understanding had integrity and honesty. You know, those things. And that goes on and on and on. And those are all human skills that have nothing to do with the specific job or the production of the company or dollars or anything else. It's about being a good human being. Randy Klatt: So, if you want to be a good supervisor, so son of a gun, you have to be a good human being. That's really what it's all about. And that's what people expect and are so often disappointed in. People join organizations and they leave managers. I think if you keep that in your mind, that'll sound pretty true over time. It'll ring true. And we can prevent that loss of those people if we treat them well. And this is coming from someone who spent 21 years in the military where you're given an order, you say "Aye, Aye" and you go do it. That's mission accomplishment's number one. But still, at that level, you have to lead from the heart. You have to understand what these people are doing. And there's no, I don't know, there's no more demanding situation than a military combat situation. Now, personally, I was never involved in that on that level. But if you ask those guys that were what made you do that, what makes you give up your, be willing to give up your life for someone else? What makes you go back to those situations? It's all about the people that they served with and the people they served for. And they're willing to follow that leader to do what he's he or she says we have to do because they feel that love and that connection and human interaction and the common bond, the band of brothers kind of thing. So, you can look to some fabulous leaders like Dick Winters from Band of Brothers. And we've probably all seen that miniseries or read the book. But that man led from the heart all the way. He was all about the people that served for him and not about himself.  That's really what you have to do in the workplace.  So you can take all those stories from Abraham Lincoln and Confucius and go all the way down to your production floor and use some of that knowledge to treat your people differently, to interact with them differently, to show the way that you want it done and live that life and people will walk on water for you.  If you lead them. Peter Koch: And it seems complicated or it could seem simple, I just have to lead. I have to lead from the heart. I have to, I have to be able to engage with that person as a human being.  Many times, in the workplace there are demands that get in the way, but it really starts with honest recognition. And you hit that right on the head. If you if you talk to any of the leaders that are out there, leaders, in industry now, leaders in industry in the past, leaders in government, leaders in the military, it is about recognizing those efforts that the individual and then the team put forth. And you talked about it earlier, that we are conditioned for that. As humans, we look for recognition. And I think a really interesting example, we can pull right out of the leadership place, but go into modern technology and look at Facebook and Instagram and all of those pieces. And when those platforms were originally released, it was a place to communicate, and then you went back to see what someone said about your communication. Now, it's so easy to look at your likes. How many likes do I have? How many, how many times did someone recognize me for what I did? And that same innate desire for someone to recognize what we do well is in all of us. Sometimes it's a little more in the forefront. Sometimes someone is a, it's way in the background. But everyone has that desire to do a good job and to be recognized for that job. So, from a leadership standpoint, that simple first step is to understand what your employees are doing and recognize them for doing something well. Randy Klatt: Absolutely right. And it isn't all pie in the sky. It's not all roses and stuff like that either. It's when you hold people accountable to their duties, they will appreciate that in the long run. They do want to do a good job. There aren't very many and I'm sure there are a few, but there aren't really very many people that want to fail. They don't. They from the lowest level entry person who has never worked anywhere and doesn't know anything. What he or she does know is I want to do well. I want to do something. I want to feel like I've accomplished some something, and that someone recognizes that. But if I am messing up, if I'm making mistakes, like I want to know that, too. I don't really want to be yelled at. I don't want to be belittled. And I want to be publicly shamed. But I do want to know. So, there's, there's definitely a place for accountability and discipline and progressive coaching and those things as well.  So, it's not always going to work with a big happy smile and saying great team, we're all really good. Maybe they are and they should know that. But there may be sometimes when you have to take the little, that conflict again. Take that on and say, well, that wasn't quite what I was looking for. Tell me what you were thinking and let's work out a better way to go about this the next time, those kinds of things. Peter Koch: Yeah, that's a great a great example. And coming back to that example that you talked about earlier, again, about the machine guard being missing and taking that step where the production line might be going great. You've got good product coming out of the other end. The quality is high. We're meeting or exceeding our productivity demands.  But we see that one safety issue that's there and taking that moment to find out why it's not there.  And helping the person understand why it should be there and that in no way should that ever be removed unless we're following the practices and procedures that allow us to do that. Randy Klatt: Yes, very true.  And as we look at people in the workplace that aren't really trained to be supervisors, but they want to succeed, they're not generally held accountable on performance evaluation, for example, for safety performance. And a lot of organizations there is a box that says safety and it'll probably have a checkmark in it. They're acceptable or you'll get a three out of five or whatever, because it's there. But if I'm a production supervisor, I'm held accountable for production.  So that's what I'm going to do. And if people get hurt, it may or may not even rise to the level of being noticed. And that's a shame. That's not the way that should work. We should hold people accountable, not just for production, but for safety as well. And as we train those new supervisors who don't really know how to manage people, we need to manage those expectations of "You are going to operate safely." I want you to be productive because that's what I'm measured on. And it's not about me, though. It's about you. It's about you  working here. I appreciate it. I want you to be successful. I'll recognize that success. But I'm going to make sure that you're doing it safely, too. Because I want you to go home every night. Nice and safe. Peter Koch: That's fantastic. I think that just about wraps up this week's Safety Experts podcast. And I want to thank you very much, Randy, for sharing your expertise with us. Do you have any final comments or tips that you'd like to leave our listeners with today around safety leadership? Randy Klatt: Oh, I think, again, when we consider what safety is all about, it really is leading from the heart. It's done unto others as you would like them to do to you, right? It's I'm in this with you. We're in this together.  I want you to go home every night safely. But I have to make sure that you're doing what you are supposed to do to make that happen. And if I have to tell you to get down from that ladder right now, because that's unacceptable, that's what I'm gonna have to do. Because you weren't doing it right. And I don't want you to fall off. But then we'll talk about it and we'll figure out a better way to do the job. And if you see something out there in the workplace that isn't right, and you come to me and tell me that we're going to act on it.  That integrity piece is so important. So as a good leader, I'm going to lead from the heart. But I'm gonna be as humble as I can because it's not about me, it's about you guys. And I'm training my replacement. So, who's gonna be the next person to take my job? And we're gonna do this all together and do it safely, so we all are happy. And that's I guess if I was going to wrap that all up, that's what I would say. Peter Koch: And with that, we're at the end of another episode of MEMIC's Safety Experts podcast. We've been speaking with Randy Klatt, Director of Region 2 Loss Control at MEMIC about safety leadership. If you had any questions for Randy or like to hear more about our particular topic from our podcast. Email us at podcast@MEMIC.com. Check out our web site at www.MEMIC.com/podcast where you can find our podcast archive. And while you're there, you should sign up for our safety net blog, so you never miss another article or safety news update. And if you haven't already, take a couple of minutes and review us on Stitcher, i-Tunes or whichever podcast service that you find us on, it'll help us get the word out. And if you've already written that review, thanks. Please consider sharing the show with a business associate friend or family member who you think will get something out of it. This podcast is presented by MEMIC, a leader in workers' compensation insurance and a company committed to the health and safety of all workers. To learn more about how MEMIC can help your business, visit MEMIC.com. And as always, thank you for your continued support. And so, until next time, this is your host, Peter Kotch, reminding you that listening to the MEMIC Safety Experts podcast is good, but acting on what you heard is even better. Resources, Ideas and People Mentioned in Podcast MEMIC – https://www.memic.com/ Peter Koch – https://www.memic.com/workplace-safety/safety-consultants/peter-koch Randy Klatt – https://www.memic.com/workplace-safety/safety-consultants/randy-klatt James Buchanan – https://www.history.com/topics/us-presidents/james-buchanan Abraham Lincoln – https://www.history.com/topics/us-presidents/abraham-lincoln Seven Steps to Stagnation – https://www.memic.com/workplace-safety/safety-net-blog/2012/october/the-seven-steps-to-stagnation Talk About Confucius – https://www.philosophytalk.org/shows/confucius  

Integrity, balance of detachment with his men, Major Richard "Dick" Winters lived that life as he served in the Army during World War II and the Korean War. Today's episode goes through the Ten Principles of Success that he developed during World War II, as described in his book Beyond Band of Brothers: The War Memoirs of Major Dick Winters. 0:00- Warm Up, Introduction of Beyond Band of Brothers and Major Winters 6:55- 1. Strive to be a leader of Character, Competence, and Courage. 10:45- 2. Lead from the Front. 12:38- 3. Stay in Top Physical Shape. 14:14- 4. Develop you Team. 15:41- 5. Delegate Responsibility to your subordinates and let them do their jobs. 17:29- 6. Anticipate Problems and Prepare to overcome obstacles. 19:06- 7. Remain Humble. 20:15- 8. Take a moment of Self-Reflection 21:55- 9. True Satisfaction come from getting the job done. 23:56- 10. Hang Tough! ---Never, ever, give up. 24:21- Closing comments, thoughts, connections. 31:23- Final Passage from Beyond Band of Brothers. ***Sorry, there was a confusion of the year Major Winter's passed away with Lt. Col. Hal Moore.*** Resource(s): Beyond Band of Brothers: The War Memoirs of Major Dick Winters by Dick Winters (2006-02-07) https://www.amazon.com/Beyond-Band-Brothers-Memoirs-2006-02-07/dp/B01FGOFR7K/ref=sr_1_2?ie=UTF8&qid=1523549911&sr=8-2&keywords=beyond+band+of+brothers+the+war+memoirs+of+richard+winters **** movingwithlife.co **** Email: podcast.millennial@gmail.com IG: @movingwithlife_ Andy's best connectors: IG/Twitter- @andy_1844

The Battle of The Crossroads! Bennett Tanton joins Jeff and break down the battle and the episode "Crossroads" from The HBO Mini-series "Band of Brothers" This is the midway point of the series and the title has multiple references. We see the crossroads of Dick Winters going from combat leader to battalion level command, crossroads of the impact of the experience and exposure to combat on the men of Easy Company and the crossroads of battle-tested Easy Company into the real lifelong impact of the Ardennes Forrest.

0:00:00 - Opening 0:03:19 - "Conversations With Dick Winters", by Dick Winters. 0:06:26 - Dick Winters's take on detaching the situation for a beneficial and accurate overview. 0:13:12 - Leadership: Discipline. 0:23:16 - Leadership: Honesty, Dependability, Fairness, and Presence.  1:443:49 - Understanding Others. 1:52:05 - Take-aways from Dick Winters. 2:00:47 - Closing: Life can be hard and beautiful. 2:19:16 - Support, Cool Onnit, Amazon, JockoStore stuff, with Jocko White Tea and Psychological Warfare (on iTunes). Extreme Ownership (book), (Jocko's Kids' Book) Way of the Warrior Kid, and The Muster 003.  2:56:55 - Closing Gratitude.             

In this episode me and my friend Paul discuss the Steven Spielberg film 'Saving Private Ryan'. Along the way we discuss World War 2, corned beef, cameos in the film, the career of Vin 'Fast and the Furious' Diesel, the rivalry between Portsmouth and Southampton, double-decker tanks, Friday Night Lights, we compare Dick Winters from Band of Brothers to Capt. Miller, and we preview upcoming episodes. #CowardPride

0:00:00 - Opening 0:08:33 - Book Review, "Beyond Band of Brothers", by Dick Winters 1:17:24 - Rough Transitions 1:25:30 - Jocko Podcast and Onnit Stuff 1:28:24 - Is Extreme Ownership the same as Apologizing? 1:33:04 - Can you be a "straight shooter" and not be a Jerk? 1:42:21 - Jocko's #1 Philosophical lesson from Jiu Jitsu. 1:54:48 - Over-commitment to a wrong opinion. 1:58:55 - What brought Jocko and Echo together.  The back story. 2:22:41 - Losing a fight, but going down swinging.

If you've read Band of Brothers or watched the miniseries, you're familiar with the name Dick Winters. He was part of that famous airborne division which was so crucial in so many pieces of WWII. We've written a lot about the Band of Brothers here on AoM, and each one had something unique that set them apart from the others. What set Dick Winters apart was his leadership abilities. Our guest on today's podcast, Colonel Cole Kingseed, was a good friend of Major Winters in his later years, and even helped him write his memoirs. After Winters died, Kingseed wrote his own book called Conversations With Dick Winters, which we talk about on the show.

A discussion of other recent news stories: We say goodbye to Dick Winters, of 'Band of Brothers', WWII and Easy Company / 101st Airborne fame; including commentary on 'The Greatest Generation' and how subsequent generations match up. The misguided editing of the Mark Twain literary classic, "Huckleberry Finn" and more. www.stimulatedboredom.com