Personnel Safety Quotes

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

The National Institute of Standards and Technology has provided a preliminary estimation that between 16,400 and 18,800 civilians were in the WTC complex as of 8:46 am on September 11. At most 2,152 individual died in the WTC complex who were not 1) fire or police first responders, 2) security or fire safety personnel of the WTC or individual companies, 3) volunteer civilians who ran to the WTC after the planes' impact to help others or, 4) on the two planes that crashed into the Twin Towers. Out of this total number of fatalities, we can account for the workplace location of 2,052 individuals, or 95.35 percent. Of this number, 1,942 or 94.64 percent either worked or were supposed to attend a meeting at or above the respective impact zones of the Twin Towers; only 110, or 5.36 percent of those who died, worked below the impact zone. While a given person's office location at the WTC does not definitively indicate where that individual died that morning or whether he or she could have evacuated, these data strongly suggest that the evacuation was a success for civilians below the impact zone.

One mother Mark and I met with, Bernadette MacArthur, had used the underground networks in conjunction with fleeing the country with her five precious children. Four of them reportedly had been horribly abused, and when the corrupt court system threatened to perpetuate it, Bernadette, pregnant, fled all the way to Turkey with them in 1988. Brilliantly maneuvering through Europe and Mexico, she slipped back into the US and Faye Yeager’s underground in 1989. Determined to surface and ‘normalize’ her children’s lives, Bernadette appeared on national TV and began speaking out. To further their safety, she then joined the Sheriff’s Department and worked her way up the chain of command achieving the rank of Major. This extraordinary mother went to extremes to protect her children and ensure their freedom! Additionally, Bernadette taught Sheriff’s Department personnel how to identify mind control survivors, satanic victims, and occult ritual sites. Her highly acclaimed accomplishments paved the way for others, while providing a backdoor into the undergrounds for those on the run. Unbeknownst to her, Bernadette saved the minds and lives of countless survivors while saving her own children.

First things first: studies show policing is hard. At a minimum, they prove many LEO’s struggle to cope with what they are exposed to. For example, research indicates that while 8.2% of the general population suffers from an active alcohol or substance abuse addiction, up to 23% of public safety personnel, including law enforcement officers, are engaged in the same struggle. Furthermore, due to the constant exposure to violence, conflict, death, pain and suffering, coupled with the extremely stressful and draining nature of their work, police run a significant risk of experiencing Post-Traumatic Stress Injuries (PTSI)/Post-Traumatic Stress Disorder (PTSD). Lastly, research by Dr. John Violanti in 2004 indicates a combination of alcohol use and PTSD produces a tenfold increase in the risk of suicide. This small snapshot of research paints a grim picture on how policing can negatively impact those that take up its calling.

THE BIGGER PICTURE   During World War II, thousands in factories across the United States constructed parachutes. From the worker’s point of view, the job was tedious. It required stitching endless lengths of colorless fabric, crouched over a sewing machine eight to ten hours a day. A day’s work produced a formless, massive heap of cloth with no visible resemblance to a parachute. In order to motivate workers and keep them concerned with quality, the management in one factory held a meeting. Management informed workers each day of the approximate number of parachutes that had been strapped to the back of pilots, copilots, and other “flying” personnel the previous day. They learned just how many men had jumped to safety from disabled planes as a result of their high-quality work. The managers encouraged their workers to see the big picture on their job. As a second means of motivation, the workers were asked to form a mental picture of a husband, brother, or son who might be the one saved by the parachute they sewed. That factory held one of the highest levels of quality on record!3 Don’t let the tedium of each day’s chores and responsibilities wear you down so you only see the “stitching” in front of you. Keep your eyes on the big picture. Focus on why you do what you do and who will benefit from your work, including those you don’t know and may never meet. You may not have all the answers to the question, “Why am I here?” but you can rest assured, the Lord does! Ultimately, the Bible tells us we will be in heaven for eternity—and that is the biggest picture of all! God is preparing us for heaven, just as He is preparing heaven for us. He is creating us to be the people He wants to live with forever. Whatever mundane tasks or trivial pursuits you undertake today, see them in the light of eternity. They will take on a whole new meaning!   “I GO TO PREPARE A PLACE FOR YOU. AND IF I GO AND PREPARE A PLACE FOR YOU, I WILL COME AGAIN AND RECEIVE YOU TO MYSELF; THAT WHERE I AM, THERE YOU MAY BE ALSO.” JOHN 14:2-3 NKJV

In the weeks following September 11, many in America participated in ceremonies to honor the heroism demonstrated by public safety personnel during and after the attack. These individuals ran in the opposite direction from the people fleeing the World Trade Center buildings. They ran toward the threat, not from it, and, in doing so, gave their lives in the attempt to save the innocent victims.

We began to realize that our lives are interwoven with and sustained by ordinary people valiantly shaping the decisive events of our shared history: doctors, nurses, pharmacists, storekeepers and supermarket workers, cleaning personnel, caretakers, transport workers, men and women working to provide essential services and public safety, volunteers, priests and religious. … They understood that no one is saved alone.

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minor explosions kept recurring, intensifying fires. By 1600 the last main control telephone was so weak that Captain Sherman, fearing he would lose contact with the engineering personnel, ordered them topside. The safeties were opened, the ship halted, and preparations to abandon ship were made as all water pressure was gone and firefighting was now impossible. Admiral Fitch ordered destroyers with fire hoses to stand by to receive excess personnel. The Morris stood alongside with hoses while personnel descended by lines to her decks and safety. The fires were now beyond control, and explosions were occurring more frequently. Captain Sherman, meanwhile, fearing the ship would blow up, had had the sick and wounded transferred to whaleboats. Admiral Fitch directed him to abandon ship. Captain Sherman passed the word, and orderly disembarkation began. By 1800 the admiral and captain prepared to leave the ship, but not until Captain Sherman had made an inspection and found, on the starboard side in an after-gun gallery, some men having difficulty disembarking. He ordered them to shift aft and disembark from that point. The executive officer, Commander Mortimer

I am not speaking of incompetent hands,” said he. “We are speaking of this concentration which has come about and the power it brings with it getting into the hands of very ambitious men, perhaps not overscrupulous. You see a peril in that, do you not?” “Yes,” said Baker. “So that the safety, if you think there is safety in the situation, really lies in the personnel of the men?” “Very much.” “Do you think that is a comfortable situation for a great country to be in?” Very slowly, Baker replied, “Not entirely.

The Korean War had a number of other major consequences. One of these the rearmament of Japanese forces. The bulk of the Occupation troops were to be on duty in Korea, so to maintain security in Japan MacArthur ordered the formation of a National Police Reserve of 75k men in July 1950. In order not to breach Article IX of the constitution this was designated a self-defense unit but rearmament nevertheless caused considerable controversy. To clarify its defensive nature the unit was renamed the National Safety Forces in 1952 and finally given its present title of Self-Defense Forces (Jieitai) in 1954. ATthis point it contained some 165k personnel.

When you’re in need of a rescue the approaching thump-thump-thump of rapidly rotating blades is a joyous sound. To give the helicopter rescue the greatest chance of success, a suitable landing zone will have to be found. The ideal landing zone should not require a completely vertical landing or takeoff, both of which reduce the pilot’s control. The ground should slope away on all sides, allowing the helicopter to immediately drop into forward flight when it’s time to take off. Landings and liftoffs work best when the aircraft is pointed into the wind because that gives the machine the greatest lift. The area should be as large as possible, at least 60 feet across for most small rescue helicopters, and as clear as possible for obstructions such as trees and boulders. Clear away debris (pine needles, dust, leaves) that can be blown up by the wash of air, with the possibility of producing mechanical failure. Light snow can be especially dangerous if it fluffs up dramatically to blind the pilot. Wet snow sticks to the ground and adds dangerous weight. If you have the opportunity, pack snow flat well before the helicopter arrives—the night before would be ideal—to harden the surface of the landing zone. Tall grass can be a hazard because it disturbs the helicopter’s cushion of supporting air and hides obstacles such as rocks and tree stumps. To prepare a landing zone, clear out the area as much as possible, including removing your equipment and all the people except the one who is going to be signaling the pilot. Mark the landing zone with weighted bright clothing or gear during the day or with bright lights at night. In case of a night rescue, turn off the bright lights before the helicopter starts to land—they can blind the pilot. Use instead a low-intensity light to mark the perimeter of the landing area, such as chemical light sticks, or at least turn the light away from the helicopter’s direction. Indicate the wind’s direction by building a very small smoky fire, hanging brightly colored streamers, throwing up handfuls of light debris, or signaling with your arms pointed in the direction of the wind. The greatest danger to you occurs while you’re moving toward or away from the helicopter on the ground. Never approach the rear and never walk around the rear of a helicopter. The pilot can’t see you, and the rapidly spinning tail rotor is virtually invisible and soundless. In a sudden shift of the aircraft, you can be sliced to death. Don’t approach by walking downhill toward the helicopter, where the large overhead blade is closest to the ground. It is safest to come toward the helicopter from directly in front, where the pilot has a clear field of view, and only after the pilot or another of the aircraft’s personnel has signaled you to approach. Remove your hat or anything that can be sucked up into the rotors. Stay low because blades can sink closer to the ground as their speed diminishes. Make sure nothing is sticking up above your pack, such as an ice ax or ski pole. In most cases someone from the helicopter will come out to remind you of the important safety measures. One-skid landings or hovering while a rescue is attempted are solely at the discretion of the pilot. They are a high risk at best, and finding a landing zone and preparing it should always be given priority.