Connecting the Dots: Strategic Governance Defines Our Future

2013 ASSE President Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

Think for just a moment about the following quote from Peter Sheahan, author of Flip: How to Turn Everything You Know on Its Head and Succeed Beyond Your Wildest Imaginings: "Things are changing faster and faster, new opportunities and new markets are opening up every day . . . it is important to understand exactly what is changing and what impact this is having on your existing business."

His words certainly ring true in today's fast-paced, dynamic global marketplace. Sheahan's statement also captures the essence of strategic thinking and how fundamental it is to our success each day. To excel in today's world, you must know what is changing, understand how those changes will affect you and your organization, then capitalize on the opportunities those changes present. Each of us must think strategically in our work as SH&E professionals, and ASSE must think strategically as an organization whose mission is to be a thought leader for the SH&E profession and an advocate for SH&E professionals worldwide.

Let's connect the dots between strategic thinking and ASSE, and what it means to you. To capitalize on opportunities as they emerge, ASSE's Board of Directors (BOD) must be visionary and strategic minded, and it must have the agility to be decision?al, timely and focused on the future in order to advance SH&E professionals and the profession. Rather than focus on tactical, day-to-day matters, ASSE's Board needs to focus its attention 3 to 10 years into the future to identify emerging trends, recognize new opportunities, and develop goals, strategies, partnerships and alliances that will benefit members, the Society and the profession.

ASSE's governance model must enable the BOD to continuously focus on our profession's long-term viability and sustainability. A strategically focused BOD helps to ensure that ASSE is continuously helping SH&E professionals discover new opportunities by creating value for our stakeholders in business, industry and government. Creating value increases jobs and expands career opportunities. It gives SH&E professionals a seat at the decision-making table within our organizations. And, it expands our influence in ensuring safe, healthy workplaces around the world.

Several current ASSE initiatives aim to help us demonstrate our value to employers. These include the recently launched Risk Assessment Institute; our focus on connecting safety and sustainability; our efforts to develop a student strategy to ensure a strong supply of SH&E professionals to meet future demands; and our implementation of a global strategy.

For these initiatives to succeed, we must scan the horizon to determine what's next. What influences will affect our profession? Where does ASSE need to be 5 years from now? 10 years from now? Consider, for example, the current emphasis in the oil and gas industry and the sustainability world, embracing "safety assurance" from internal operational integrity to supply chain accountability.

A strategically focused BOD can identify these types of emerging trends and position the Society to capitalize on new opportunities to create value for the SH&E profession. That's why, at its meeting this past June, ASSE's BOD unanimously approved new bylaws to change ASSE's governance structure. These changes reflect alignment with the proposed ASSE governance model. (See more on this topic on p. 43 of this issue or visit www.asse.org/restructure.) This new model will help the Society govern more strategically, while providing expanded leadership opportunities at the region level, streamlining the workload of region and council vice presidents, and engaging more diverse voices and perspectives in the Society.

The next step in this process is for ASSE's House of Delegates to review the approved bylaws. ASSE's BOD has used an open, transparent process to arrive at this point, and has strived to clearly communicate the thought process behind this proposal with all members. See the article on p. 43 for more details on this process. We will continue to reach out in coming months to answer your questions. I also encourage you to talk with your regional and council vice presidents to better understand how these governance changes will make ASSE a more strategic, agile organization that is best positioned to support our chapter, region, practice specialty and common interest group networks, while enabling the BOD to actively focus on identifying and pursuing opportunities for ASSE, our profession and you.

"You need to have the mind-set, flexibility and courage to innovate and change not just your organization but yourself . . . you cannot really do one without the other." Peter Sheahan

Connecting the Dots: Our ASSE Network

2013 ASSE President Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

ASSE is an expansive network of safety professionals spanning the globe. But what does that mean to you? Knowledge is powerful. Accessing ASSE's network to harness expertise is what the Society is all about. So, continuing our connecting the dots theme, let's look at how ASSE's extensive network is relevant to you in your work and to our profession.

Here's how our network might look in action. A U.S.-based member learns he needs to conduct an initial site audit of a recently acquired site in Shanghai, China. First contact: Members in Shanghai. A member in Mexico learns that her company has purchased a site in the U.S. Her first outreach: Members in the U.S.

What about a member creating a fork truck certification program? Rather than develop a brand new program, this professional might ask members of the local chapter, a practice specialty (PS) or a common interest group (CIG) for a sample program that can be customized. Other times, it's simply talking through a hazardous situation and potential controls with a colleague. No matter the issue, you have access to more than 35,000 members in 80 countries who possess a depth and breadth of knowledge, and a cadre of skills, resources and know-how.

Local ASSE Chapters 
Your chapter connects you to the SH&E community where you work and live. You'll be able to access local SH&E resources; participate in relevant educational opportunities through monthly meetings and timely workshops; gain valuable leadership experience; and promote and advance the SH&E profession.

I recently asked a member, "So, why did you join ASSE?" Her reply was simple: "Attending chapter meetings opens doors to networking, mentoring and education, and offers a platform to share knowledge. If I were to compare my chapter relationship with something, it is like family members who live far away. You may not see them often, but when you need them, they are there." Learn more at www.asse.org/chapters.

Practice Specialties, Branches & Common Interest Groups 
To be successful SH&E professionals, we need access to information, best practices and new innovations, as well as to insight on emerging global issues. That's where ASSE's PSs, branches and CIGs can help you advance your career. These groups help position you for success by providing networking, mentoring and leadership opportunities; technical and educational resources; publication opportunities; and advice on global issues. Learn more at www.asse.org/practicespecialties. Let's consider the value and relevance our four CIGs deliver to members.

• Women in Safety Engineering (WISE).Chair Jennifer Zipeto explains, "WISE fosters an environment that allows our members to share ideas and knowledge. We have a robust mentoring program and are strong networkers. We are "leaning in' to our careers and to the ongoing evaluation of the state of women in the SH&E profession." WISE helps its members find resources (such as fall protection gear sized for women) and share knowledge on topics such as pregnancy in a hazardous work environment or ergonomics for the female body.
• Safety Professionals and the Latino Workforce (SPALW). This group focuses on creating bilingual safety resources. For example, SPALW reviewed a translation of ANSI/ASSE Z359.2-2007, Minimum Requirements for a Comprehensive Managed Fall Protection Program. Other initiatives include a Spanish OSHA-10 marathon in multiple cities and participation in the "SPALW Against Falls" campaign in partnership with OSHA and NIOSH, reports SPALW Chair Oscar Paredes.
• Blacks in Safety Engineering (BISE). Chair Joe Davis III says, "[Our] mission is to promote and encourage the collaboration, interest, recognition and promotion of blacks and all safety professionals within ASSE." BISE aims to strengthen interactions with members abroad, support information sharing, mentor members, share job opportunities and foster networking.
• Young Professionals (YP) seeks to "enhance the Society by identifying, developing and connecting young leaders." YP and its members develop programs that encourage personal and professional growth; share tips for work-life balance; and promote active Society involvement.

ASSE members have many pathways for engaging with and in the Society. Identify the pathway that best fits your needs, and start connecting the dots between you, your work and ASSE by collaborating, networking, mentoring and sharing knowledge. Together, we will move the needle on our Society and profession. PQ: "Do you want to know who you are? Don't ask. Act! Action will delineate and define you." Thomas Jefferson Knowledge is powerful. Accessing ASSE's network to harness expertise is what the Society is all about.

Connecting the Dots

2013 ASSE President Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

Welcome to a new leadership year. As I start my term as ASSE President, I want to highlight the many ASSE initiatives that are relevant to you in your job, while advancing our profession. Together, we will focus on connecting the dots at all levels of the Society, internally and with our external stakeholders on relevant initiatives. By relevant I mean initiatives, collaborations, alliances, resources and tools that help you do your job. As a member, this is important because knowledge is powerful and provides a competitive edge in your career success and advancement. That is what ASSE is all about.

These initiatives also aim to move the needle on the value of our profession so the leaders in your organizations better understand that safe, healthful workplaces are good business. This message is good for all: safety professionals, our profession, ASSE and, most importantly, workers around the world. As we know, the more integrated workplace safety and health are on boardroom agendas and in business dialogue, the more effective we all can be.

Because ASSE cannot move the needle on the value of our profession alone, we are working with traditional and nontraditional external stakeholders. Over the next 11 months, we will focus together on connecting the dots between you, our profession and sound business outcomes, whether itÕs through initiatives with agencies such as NIOSH and OSHA, activities with international sister organizations such as Canadian Society of Safety Engineering and Institution of Occupational Safety and Health, or collaboration with groups such as the Global Reporting Initiative.

To give you a sense of what's to come, let's look at some current ASSE initiatives.

Fall Protection & Motor Vehicle Safety
ASSE's latest collaborations with long-term partners NIOSH and OSHA focus on fall protection and highway safety. In fall protection, the collective goal is to reduce construction-related fall incidents by engaging ASSE's 35,000 members in the Campaign to Prevent Falls in Construction. You can learn more at www.asse.org/newsroom/fall-protection.php. I also encourage you to contact ASSE's Ron Sokol, a key member of the campaign group, at rrsokol@csctc.org.

NIOSH's Center for Motor Vehicle Safety (www.cdc.gov/niosh/topics/motorvehicle) is another great resource that provides tools to help SH&E professionals address the leading cause of worker fatalities. The center's leader, Stephanie Pratt, spoke at Safety 2013, and will be featured in an interview in a future issue of PS.

ASSE Risk Assessment Institute
The business community continues to embrace the value of risk assessment. According to Babson Executive Education, in a survey of 1,048 executives, managers and other business individuals, 70% said they were "more focused on managing risk and uncertainty today compared to before the market crash of 2008." Risk is the language of business, and the business community's increased interest in risk provides new opportunities for those engaged in its assessment, specifically the SH&E community.

Promoting the risk assessment function not only highlights the value SH&E professionals deliver each day, but also counters the notion that we are compliance focused. That's why we launched the ASSE Risk Assessment Institute at Safety 2013. Through the institute, we are striving to ensure that SH&E risk assessment is viewed as an integral part of an organization's risk management process and that safety professionals are perceived as possessing key competencies needed to manage a wide range of risks.
Ultimately, ASSE aims to educate the business community on the role and value of SH&E professionals in the risk process; improve risk-related education for SH&E professionals; provide a platform for the SH&E community to contribute to the development of new evidence-based risk-related policies, processes and solutions; and act as a clearinghouse for risk-related information and tools relevant to the SH&E profession. To learn more about the institute, including how you might assist in these efforts, visit www.oshrisk.org.
As ASSE members, we have great opportunities to collaborate and contribute. Our Society is working to help each of us by providing the knowledge, know-how and tools to ensure safe and healthy workplaces and raise the bar on the value of the SH&E profession. As you meet your challenges each day, ask yourself, "What can I do to increase the value of SH&E in my workplace?" Together, let's connect the dots and raise the bar on SH&E in our workplaces and in our profession.

ASSE provides the knowledge, know-how and tools we need to ensure safe workplaces. Together, let's connect the dots and raise the bar on SH&E in our workplaces and in our profession.

Find Your True North

2012 ASSE President Richard A. Pollock, CSP

I have enjoyed penning these messages each month. I've written about volunteerism, developing leadership skills, continuing education and the ASSE governance process. I have also written about ASSE initiatives, such as global outreach, fatality prevention and sustainability, and how to embrace change. Interwoven throughout has been a message about the importance of personal and professional growth. I hope you have enjoyed the messages. I truly care about you, our profession and the Society, and I see a very bright future ahead.

Since this is my last message, I want to share some parting thoughts for the future. As we look ahead, I'm reminded of the movie Back to the Future. Through the entertaining, far-fetched story, we learn that changing just one thing in the past can profoundly affect the future. In Marty McFly's (Michael J. Fox) case, his life depends on it. Marty has to ensure that his mother and father kiss at a school dance so they will eventually marry and he will be born.

So, imagine you are in Doc Brown's DeLorean with the flux capacitor set to high, ready to travel back in time. If you could change one thing, what might it be? Each moment of every day, situations, events, decisions and actions affect the future. However, in the present, we do not and cannot recognize these defining moments. Instead, we do our best, relying on our ethics and morals to guide our actions.
My father was a great leader and a wise man. He often said, "Sitting down and wishing will not change the fate. God will do the fishing, but you must dig the bait." It took me years to understand that he was talking about preparation and regret. We control how well we prepare, and we never want to look back with regret because of insufficient effort or poor attention to detail.

Let's think of it another way. Suppose you could travel to the future. Think how it would be to know what is coming. With the ability to predict the future and guide others, you would be seen as highly credible and you would be well respected. You would also have an aura of confidence knowing that your advice is helping and likely correct.

Predicting the future based on our knowledge and past experience is what SH&E professionals do. ASSE helps us achieve that more than we realize. Through networking and by applying our collective body of knowledge, we look into the future and plan accordingly. We assess risk and identify the probability of serious outcomes. Then, based on our knowledge and understanding of the past, we predict the future to make accurate recommendations. We see potential failure and create plans to avert it or to mitigate its effects. In the process, we gain respect, our confidence grows, and we create a vision of the future, almost like we've been there before.

In The Hobbit, Bilbo Baggins takes a life-altering chance by leaving the Shire to journey east. Through his adventures, he experiences new situations and encounters great dangers that require a quick wit, cunning and bravery. He gains strength, knowledge, confidence and the respect of others. In the movie Groundhog Day, Phil Connors (Bill Murray) is an arrogant and egocentric TV weatherman who, during a hated assignment covering the annual Groundhog Day event in Punxsutawney, PA, finds himself in a time loop, repeating the day again and again. As the movie proceeds, he begins to reexamine his life and priorities, and realizes that he can continue to complain about life or he can do something to make it better.

"Sitting down and wishing will not change the fate. God will do the fishing, but you must dig the bait." The lessons are many. No one wants to have regrets. Work to advance your knowledge, expand your network and prepare for the opportunities ahead. Step outside your comfort zone and venture into new territory. Be optimistic and focus on the good around you. Instead of complaining, seek solutions. Learn to see the future for the good of others. Find your guiding light, your true north, and always be proud of the work you do.

Thank you and take care.

Like a Broken Record

2012 ASSE President Richard A. Pollock, CSP

Most SH&E professionals know a little about a lot, and it is often difficult to say anything about what they already know. So, let's cut to the chase and discuss something we both know.

Many of my messages have focused on change and the importance of embracing it. From changes in our world at work and their effects on our profession, to changes in groups such as ASSE, how we govern internally, speak externally, encourage volunteerism and engage members, change is everywhere.

Am I starting to sound like a broken record? Some of you may not know how that sounds, as the needle skips on a scratched album, playing the same line in a song over and over. Like the modern progression from listening to analog LP albums to digital CDs and now MP3s, the world is changing rapidly.

Recognizing and adapting to change is difficult, especially when we experience success. Think about Sony, by far the leader in multimedia delivery in the 1990s. The company saw its greatest success at the height of the Walkman and Discman era, and as the TV industry shifted to digital signal delivery. But Sony was tied to old technology and rapidly outdated manufacturing systems. It lived on its success, failed to see the future and was slow to react to Apple's introduction of the iPod MP3 player. With Betamax videotape stubbornly losing its battle with VHS, Sony refused to gauge customer trends toward DVD and DVR until it finally learned, winning with Blu-ray Discs. Then, as Apple saw dramatic growth thanks to the iPhone and iPad, Samsung also began to pull away from Sony with major advances in TV technology, and through its partnership with Google and Android mobile software. In less than 10 years, the once- mighty Sony is struggling to survive.

Such stories aren't new. Think of Kodak's failure to embrace digital photography and image storage technology. Schwinn failed to react swiftly to consumer interest in mountain bikes, hybrids and high-tech racing bikes. Research In Motion is trying to revive its once- dominant BlackBerry brand. Companies such as these are blinded by success and paralyzed by the fear of change.

That said, companies such as Apple have advanced by adopting a philosophy of continuous improvement and by accepting advanced technology. IBM shifted successfully from manufacturing to business consultancy and software service. Amazon and Google continuously innovate.

These are amazing tales. But what does this mean to us, our profession and ASSE? I would be a fool to say I know, so let me share another story. My grandson, Charlie, is 3 years old and as cute as can be. However, his favorite word is no. It is his first reaction to almost anything he is asked."Will you please finish your hot dog?""No.""Would you like me to read the book about kangaroos tonight?""No.""Would you like to watch Aquabats or Go, Diego, Go! on the iPad?""No." It's his first and safest response, whether he means it or not. I'm sure many of you can relate.

Sometimes I find myself resisting change and saying"no." Maybe I'm tired or stressed. Maybe I'm not educated on a topic or unsure. Perhaps the response is purely emotional, or a reaction to the influence of TV or web media. Politicians vilify change, and the press has a heyday with it. If you want to sway public opinion just inject some doubt to arouse fears that a change will bring about the worst possible outcome. Anything worthwhile can be made to look bad and something to be feared.

However, there is a silver lining. It's May, and in most of the northern hemisphere spring is in full bloom. New life abounds and possibilities are everywhere. Change is happening at ASSE as we create new online education opportunities, prepare for another record-setting conference, move forward to upgrade our governance structure, grow our body of knowledge, and lead the discussions on safety and health sustainability and risk assessment across the globe.

I hope you are feeling a spring in your step and view these changes as opportunities. I also hope you see the challenges of recognizing the change around us and are preparing yourself to take advantage. If the fear of change has you in its grips, fight your way through it with the help of ASSE. Our future is very bright and hope abounds for us all.

The Changing Face of ASSE

2012 ASSE President Richard A. Pollock, CSP

While writing this message, I debated what title to use. As I've written several times, ASSE is in the midst of change. Membership demographics are shifting and the ways members engage or recognize value has changed dramatically over the past 20 years. This is why our practice specialties have grown so much and why more members are gravitating toward common interest groups (CIGs). In fact, more than 60% of ASSE members elect to pay more to belong to one or more practice specialty or CIG.

This shift is likely to continue. Technical education and professional networks that help solve industry-specific problems are increasing in value. However, these changes have highlighted the ineffectiveness of our current governance structure, which is based on a geographic model in which chapter meetings are the main point of member contact.

ASSE's Board of Directors (BOD) has been studying these trends for several years. The BOD is focused on aligning the Society's strategies and resources with the needs of members and the profession. The goal is to deliver greater member value, and as a board to become more strategic, efficient and effective. It is the later focus that has led to a review of our BOD governance model.

From Good to Great author Jim Collins defines a great organization as "one that delivers superior performance and makes a distinctive impact over a long period of time." In business, the common measures of great performance are market share, customer satisfaction and financial results. For a membership organization such as ASSE, performance is assessed relative to how well we achieve our mission, serve members, grow, and maintain financial stability and sustainability.

The critical question for taking member value from good to great has changed over the past few decades. Great organizations no longer look at lagging indicators such as how many members attend chapter meetings, but govern for a sustainable future by asking "How effectively do we deliver on our mission and vision, differentiate ASSE, increase our value as a profession, and provide a positive, career-enhancing impact for members?"

Working with a respected association consultant, the BOD and a highly diverse group of more than 50 members met in early 2012 to discuss the current situation and available opportunities. This group reviewed an environmental scan and Society trends, and read materials related to association governance. We discussed issues of alignment, representation, resources, membership needs, current methods of providing value and external factors such as association governance trends.

What's clear is that forward-thinking associations now favor a smaller, more efficient and effective governance structure that is focused on being strategic and sustainable. For ASSE, the new vision provided by a governance change in the Society will create:

• A smaller (10 members versus 16), flatter, more strategic BOD that can effectively recognize and capitalize on emerging opportunities that best serve ASSE's mission and vision.
• A governance structure that is directly accountable to the membership, that is  more representative of the assorted and varied voices of members, and that addresses professional needs.
• A BOD that by its makeup is better qualified and represents how members engage with the Society and derive value, which will allow more members the opportunity to grow into leadership roles.
• A council structure that is more effective in providing support and value to various membership groups, and that is focused on operational aspects and strategies for achieving our goals. 
• A volunteer leadership structure that provides more efficient engagement opportunities with improved support.
• An organizational structure that engages members beyond where they live, and focuses on who they are, what they do, where they work and the solutions they need.
• An organizational structure that is based on trust, respect and the common good, that values strong communication, and that provides pathways for constructive feedback which in turn creates a positive culture for volunteer leaders and ASSE members.

During the coming months, you will hear more about the vision for governance change. I hope you will attend meetings or participate in a webinars that will explain the proposed changes. This is a transparent process, with the shared goal of creating a new governance structure that is more efficient, effective and strategic. We need your feedback and I urge you to participate.

Thank you.

Expanding Our Global Connections

2012 ASSE President Richard A. Pollock, CSP

First, I want to thank you all for taking the leap and voting in the Society election. I appreciate your involvement.

As we expand and develop ASSE's global relationships, we are learning that safety unites us all. As a global community, we are collectively pursuing a common purpose and share a true passion to advance workplace safety.

Unfortunately, each week seems to bring reminders of just how vital our work is. Tragic incidents continue to show that safety lessons from history too often remain unlearned, become neglected or are simply ignored.

As you know in 1911, 146 workers died in the Triangle Shirtwaist Factory fire in New York City. Despite the ensuing outrage that prompted new standards and improved protections, and led to the founding of ASSE, today, more than 100 years later, workers continue to die in similar situations. For example, more than 700 workers have died over the past 5 years in textile factory fires in Bangladesh with nearly 120 workers perishing in two recent fires at Tazreen Fashions and Smart Exports. The recent nightclub fire in Santa Maria, Brazil, is another tragic example. More than 230 people died in that fire, which unfortunately resembles too many other fatal incidents, as does the Petroleos Mexicanos refinery explosion that killed more than 35 people. Sadly, the list goes on.

Occupational safety precautions and protective measures are well known, yet tragic outcomes continue to occur. Multinational corporations are beginning to set standards for their suppliers and some are conducting audits, but progress is slow as the drive for profits in developing economies often results in disregard for known safety precautions.

While the need for regulatory oversight, increased risk assessment, hazard awareness and control measures in developing countries is clear, safety problems persist in developed countries as well. Each day, we hear reports of refinery fires, mining explosions, crane collapses, pipeline failures, multivehicle crashes and more. No country is immune to occupational safety tragedies.

Expanding Relationships & Opportunities
As a premier leader of the SH&E profession, ASSE is uniquely positioned to tackle these challenges and champion viable solutions around the world. To support our global efforts, we are making connections and establishing relationships with many international partners. Consider just a few recent developments:

• New chapters formed in India and United Arab Emirates (UAE), a new section in Mexico, new student sections in India, and interest is high in Qatar, Costa Rica, Jamaica and Oman.
• Conference presentations in India, Qatar, Azerbaijan, UAE, Canada, the U.K. and Australia are expanding global awareness of ASSE.
• The Center for Safety and Health Sustainability released a study, "Current Practices in Occupational Safety and Health Reporting," that provides a snapshot of sustainability reporting practices, examines their comparability and offers guidance for occupational safety and health sustainability reporting.
• As secretariat of the International Network of Safety and Health Practitioner Organizations, ASSE is working with other SH&E organizations to develop a global model, scope and function for the profession, and to achieve consensus on technical competencies and core activities.
• The International Practice Specialty hosted a symposium on metrics this past year in Orlando, FL.
• ASSE is the U.S. Technical Advisory Group Administrator for ISO standards on risk management and risk assessment, and fall protection and fall arrest.
• ASSE is developing a Global Certificate in Safety Management program.
• Safety 2013 will include a full track of global sessions with speakers from countries such as Australia, China, India, Kuwait, Nigeria, Panama, South Africa, South Korea, Switzerland and the U.K.

ASSE's global connections are opening doors of opportunity. Our international partners want to expand safety awareness in their countries, establish standards and transform cultures. ASSE is poised to provide valued guidance, insight, products, services and education, and we are eager to learn from our colleaguesÕ experiences as well. Together, we can prevent the needless deaths that occur each day in every country. Please support our global initiatives and seize the emerging opportunities to help SH&E professionals worldwide.