About Deb

EXPERIENCED.

Dr. Deb Potter presents seminars and workshops, conducts organizational assessments, and consults to corporations and associations that help organizations develop a zero-injury workplace, so that everyone can go home every day without injury.

Dr. Deb knows what she's talking about. She spent 27 years with one of the largest electric utility companies in the United States. She draws on her experience as a manager in a high-risk environment to help clients create a zero-injury workplace.

EDUCATED.

Deb holds a Bachelors of Science in Technology, an MBA, and a PhD with a focus in safety and organizational management in high-risk environments.  She is a Certified Management Consultant (CMC).  She continues to research in the areas of safety management, safety leadership, and organizational design to help organizations create a safer workplace.

If you are interested in creating a zero-injury workplace, call 800-259-6209 today.

Deb is the author of:

BOOKS

  • Simply Seamless Safety
  • ZERO! Responsible Safety Management by Design

RESEARCH REPORTS

  • Organization Design and Safety
  • Leading a Safe Organization Requires Leadership and Followership
  • The Link Between Organizational Culture and Safety Culture
  • The Case for Organizational Self-Assessment
  • Organizational Culture and Safety:  Creating a Workplace with Safety as a Core Value
  • Improving the Safety Management Process: The Link Between TQM and Safety
  • Safety Culture and Safety Performance
  • Safety:  An Indicator of an Organization's Knowledge
  • Leadership Theories: Applications for Establishing and Sustaining a Safety Culture
  • Assessing the Impact of Supervisory Skills Training in High Risk Environments:  A practical Research Model
  • Safety and Human Resources: Toward a Synergistic Co-existence 

If you are interested in creating a zero-injury workplace, call 800-259-6209 today.

 

PHILOSOPHY

We live in an increasingly demanding and complex business environment.  Managers and employees are faced with tough choices daily when it comes to production, quality, safety, and health.  Often it seems like we're being barraged with regulations, rules, laws, and bureaucracies.  And in the midst of all this, workers are injured and dying.  Over 5700 workers died as a result of workplace injury and illness in 2004. According to the Bureau of Labor Statistic, 4.4 million workers were injured or became ill in 2003 as a result of incidents and hazards at work.  The cost of these injuries and illnesses exceeded $50.8 billion.

Workers are injured, become ill, or die not because their employers are focused on productivity or equipment is faulty--it's because there is no overarching safety philosophy in their organizations. 

I've considered this in light of my own experiences as a supervisor and manager.  It has become apparent to me that one reason that many executives, managers, and supervisors do not have a safety philosophy is that they just don't understand the concepts of safety and health management.  They don't understand how to approach safety in the context of the work that they manage or supervise.  Today, many executives, managers, and supervisors are highly educated in management and leadership concepts, yet most of them have had shamefully little training in integrating health and safety management principles into their everyday work.  That's why I wrote this book--to give managers and supervisors a sense of what it takes to have safety and health excellence in their own organizations.   
No matter the problem, no matter the question, no matter the issue, managers and executives can create sustainable, positive change when it comes to safety and health.  They do this when they develop a philosophy that promotes safety and health throughout their organizations.  This philosophy should de-emphasize the current focus on compliance and give equal weight to five areas:  management commitment, employee involvement, worksite analysis, hazard prevention and control, and health and safety training. 

Too often organizations temporarily focus on one or two of these areas.  This is a great disservice because the lack of balance and absence of an overall philosophy causes chaos and faulty behaviors that directly or indirectly lead to employee injury or death.  This has to stop!

The answer is to develop a philosophy that embodies a standard for safety and health excellence.  I've talked to executives and managers that are reluctant to adopt existing standards such as OSHA's Voluntary Protection Program (VPP) for various reasons.  Some think it is too expensive.  Others think that using certain standards requires them to have a partnership with OSHA that they do not want.  Still others think it is too time consuming. 

What they fail to recognize is that these standards are in reality metastandards or a set of conceptual guidelines for the development of detailed specific standards.

I have considered the objections to standards that we've heard over the years.  Carl Potter, CSP, CMC (and my business partner) work together to address this issue.  We've used what we've observed in countless workplaces combined with our expertise and education to develop what we call the "Criteria for Safety Excellence" (CSE).  The criteria addresses the technical concerns of safety and health professionals yet gives executive, managers, and supervisors who are not health and safety experts meaningful criteria that they can put to work immediately to positively impact their workplaces.

Don't wait another day to create a zero-injury workplace. Call us at 800-259-6209.



" You are the first consultant we've hired that delivered exactly what you promised. " - William McGivern, CFO, Gatesway Foundation
Call Us