Other Recent Articles

The Drake Well Service Project
The Total Recordable Incident Rate or TRIR would be one measure of the success of this project.
by Chris Hatton

The H&p Project
As of November 1, 2009 their TRIR had dropped to 1.32, a 60% reduction since the project inception.
by Kent Swanson

The Aztec Well Service / Sss Project
The focus on Cultural Change within the family of AWS companies has had a positive effect that has contributed to an overall improvement in safety performance.
by Jimmy Hart

The Well Site Leader Program
The San Juan Implementation Team currently possesses the best safety record within the L48 as measured by the Total Recordable Incident Rate.
by Ken Hovland

The Dawn Trucking Project
The positive results enjoyed by the "Improving DOT safety metrics" project gave the management team the confidence to tackle other safety-related projects
by Jim Aylward

Success Story: The Unexpected - Zero Total Recordables (trir), Zero Lta
"We could have reached this goal on our own, but not in such a timely or positive fashion had it not been for the help of The Angelina Group."
by Chris Hatton

Success Story: Focusing Crews Overcomes New Technology Jitters
"The Angelina Group's people first approach to managing the Continuous Improvement process was a significant contributing factor in this remarkable turnaround."
by Scott Ratchinsky

The Silent Consent Theory
We, as behavioral consultants, must adhere to a set of standards that exceed what we see demonstrated. We must set examples to be followed by others.
by Jimmy Hart

Developing Human Capital
It seems to be self-evident - greater investment in human capital is the answer.
by Scott Ratchinsky

The Role Of Media In The People Business
Media is communication. And speaking simply - communication equals productivity.
by Clayton Miller

Articles by the Angelina Group

 

Leadership Program

by Dennis Lynch

The ConocoPhillips Well Site Leader Program is currently up and running in the San Juan Basin. With the focus of the project firmly based on behavioral and cultural change the challenges continue to be many. Corporate buzz words such as communication, leadership, teamwork and value need to mature into actions of daily life.

During the initial contact stage of the program the Angelina Group's Project Management Team of Ken Hovland and Dennis Lynch have developed relationships with the over 60 members of the ConocoPhillips Implementation Management Team. The challenges of this critical goal continue to be accomplished through daily personal meetings with Well Site Leaders, participation in pre-tour, JHA and safety meetings, a supervisor ride along program and facilitating informational turnover meetings with our client every two weeks.

The Angelina Group's Well Site Leader Team is committed to insure that the ConocoPhillips desire to be a leader in their industry is fulfilled with a "People First" attitude.

As the program develops, Ken and Dennis are faced with the challenge of continuous evaluation and adjustment. Each Well Site Leader, Supervisor and Manager brings a different level of commitment, understanding and implementation to the program. Based on these levels and the individual leadership role of the team member, coaching strategies are developed that may include one on one mentoring or group leadership involvement.

To maximize the sustainability of the Well Site Leader Program it is critical that all participants understand that the most valuable asset ConocoPhillips has is their employees. To have open and honest communication amongst the ConocoPhillips Management Team is critical for success. This can only be achieved through personal and professional relationships built on a foundation of trust and respect.

One major challenge that Ken and Dennis will continue to address involves the continuous improvement of the program. The need to cultivate active participation by all ConocoPhillips employees, consultants and third party contractors remains essential. To address this issue they will expand the relationship building process. This goal is being achieved through personal contact, knowledge sharing and clarification of leadership roles.

Change can be difficult. Many years of established behavior in the Oil and Gas Industry does not change overnight. Behavioral and cultural change requires understanding, patience, time and a desire by all involved to make the necessary adjustments. The Angelina Group's Well Site Leader Team is committed to insure that the ConocoPhillips desire to be a leader in their industry is fulfilled with a "People First" attitude.