Roncelli, Inc. recently entered into a Mentor-Protégé agreement with CAVU Consulting, LLC. a Service Disabled Veteran Owned Small Business under the Small Business Administration’s Mentor-Protégé program. Through the joint venture agreement, Roncelli will provide developmental assistance and mentoring to CAVU. The Mentor-Protégé relationship will foster increased collaboration between Roncelli and CAVU in delivering construction services and facilities management to Federal, State and local government contracts. The Mentor-Protégé program was created to motivate and encourage firms like Roncelli to assist small businesses.
According to Dave Burnham, president of CAVU Consulting, the partnership will be mutually beneficial for all parties. “We are extremely excited to have a mentor with the vast experience and unmatched reputation of Roncelli, Inc. The potential of our two companies working together is limitless” said Burnham.
CAVU Consulting has had decades of experience leading and managing large-scale Naval Shipyard construction projects for aircraft carriers, submarines, and surface combatants, as well as working in the energy industry, both in construction and production however, but never had the opportunity for exposure to the commercial construction market. Roncelli is an international construction firm equipped with over 50 years of experience delivering quality capital projects. With ongoing operations in the United States, Canada, and Mexico, Roncelli offers flexible and innovative solutions to the healthcare, industrial, and commercial market sectors.
“Our company is always looking for ways to stay sharp and push the envelope. With CAVU we can gain an outside perspective on our safety and efficiency programs as well as form a strategic alliance for years to come” said Tom Wickersham, president of Roncelli, Inc.
Roncelli has participated in the Mentor-Protégé program in the past, having served as a mentor to a select group of small businesses.
July 31, 2017 David Burnham 1 CommentLeadership drives an organization’s safety culture, and safety is preeminent in successful operations. If your organization is injuring people, breaking equipment, or damaging the environment, you’ll never get to execute a fully successful project. Leaders can’t let themselves be fooled into thinking they are successful if they haven’t had any incidents, especially when they have had near misses but simply escaped having reportable incidents. This is luck, not deliberate action and luck is always temporary. Leaders must understand how to integrate safety into every phase of operations. Holding a toolbox talk, followed by everyone signing a Job Safety Analysis form is not integrating safety with efficient operations. Safety can’t be treated as a separate function, managed by “other people.” As a leader, it is our solemn duty to give our team the absolute best possible opportunity to succeed. How do we achieve this?
From the first days in any Naval Officer’s career, they are told that each and every one of them is a Safety Officer. They are not told that every one of them is a Tactics Officer or an Operations Officer, they are told that each of them are Safety Officers. Why is that? The purpose of a Navy is to fight and win battles. Why would senior naval leaders tell their new officers that safety is just as important as efficient operations? The answer is that they are completely interdependent, one can’t be achieved without the other. Leaders must embrace this concept at the very beginning or else they are doomed to substandard performance and more importantly, increased risk to their team and their assets.Ownership and accountability is the soul of great leadership. Leaders must own everything in their control and hold themselves personally accountable for their own actions and the actions of those in their charge. By that definition, a leader must embody the traits and principles of great leadership. A leader cannot pass off the success of others as luck and make excuses for his or her own failures. He or she must drive culture from the front, isolate any failures and take deliberate action to prevent future occurrences. If a person in his or her charge is not responding to training and continues to deviate from the standard, then a leader must have the moral courage to remove that person from the team. The leader must be the one to make the tough call. It’s all on him or her.
A solid safety culture is truly a leading and lagging indicator of success. Given this, leaders must be the driving force in hazard identification and risk assessment in everything the team does. He or she must set the standard for the planning phase of any operation, demand clear and concise communication with confirmation of understanding and above all, be on constant alert for the signs of a deviation. He or she must provide forceful team backup when required and perform a critical self-analysis of how the operation went to determine if any deviations were foreseeable and therefor preventable, and if the corrections were timely and appropriate.Leaders are obligated to correct even minor deviations within acceptable and required standards. If a leader ignores such deviations, they will immediately establish a new lower standard. When a junior employee sees that a specific standard is not being enforced, or worse yet, that a person they deem to be a leader violating a known standard, measurable harm is done. The junior employee will likely feel empowered to test the bounds of other standards to establish if a cut-off or baseline exists. This is problematic and creates a downward trend in the culture that most organizations are hoping to improve upon.It has been said that there are no bad teams, only bad leaders. Based on this principle, positive, proactive leadership actions carried out every day in a very deliberate manner will unquestionably inspire a team to greater heights collectively than they could ever achieve individually. We can be equally assured that leaders without the skills needed to prepare, motivate and guide their teams, will ultimately fail. Unfortunately, in the course of that failure, they will expose their crews and equipment to unacceptable risk. There is a reason militaries around the world begin leadership training on day one. They assume upfront that leaders are made not born, and then give them training and tools to be successful. Is your organization taking deliberate action or just hoping for the best?
George Bush Explains CAVU
Our coaches are experts at transferring High Reliability Organization “best practices” to our Oil and Gas industry clients who operate in challenging and hazardous environments. The consequences of an incident on a drillship operating hundreds of miles offshore and an aircraft carrier sailing in unfriendly waters are equally unacceptable and must be prevented 100% of the time, with no exceptions. A team’s culture, leadership and processes are core elements of high performing, safe operations. The culture of a team must be driven by a specific set of principles that guide human behavior, provide a basis for training and give us a standard to measure against. CAVU uses the same six pillars used by the U.S. Navy’s Nuclear Power program, which has kept that huge organization accident free since inception in the early 1950s to prevent accidents. When we do an initial assessment of a client’s operations, we assess these specific areas: Integrity, Communication, Level of Knowledge, Procedural Compliance, Forceful Team Backup and Questioning Attitude. Then we assess leadership. Most people are not born with the skills to lead effectively, so leadership training is essential. In the Oil and Gas industry, most leaders are promoted based on job performance, energy and attitude. While all very important, they alone do not provide the toolbox for a highly effective leader. We leverage our past military experience of deliberate leadership development to provide traits and principals training
as well as one-on-one mentoring in the actual work environment. We help supervisors develop daily visible leadership actions to improve safety, performance and morale of their teams. Successful high reliability organizations have procedure-based cultures not an experience-based culture, so standardization and compliance are our next focal points in the actual job processes. We look at how their teams define the job objective, plan for success, communicate the plan, execute and then evaluate their performance. Following this evaluation or debrief process, we ensure that they have a solid mechanism for efficiently capturing the lessons learned and effectively using them on subsequent operations. Any team effectively integrating procedure-based culture and deliberate leadership with usable and repeatable-processes, will achieve the best possible, and most importantly, sustainable results. The flow of our offshore and onshore training follows a standard pattern, but is adaptable to the individual training audience. We recommend initial shore based group events to align the teams, followed up by regular on site coaching visits for assessment, training and sustainment. We also have the capability to augment the training with scenario-based simulation through our partnerships. Although this is a continuous process, typical return on investment exceeds 400% in the first year.
Copyright © 2019 CAVU Consulting Group LLC - All Rights Reserved