A VETERAN OWNED SMALL BUSINESS | 
Corrective Action Program Best Practice 20 – Don’t Let Issues Sneak In the Side Door
Every issue in your organization deserves the same front door. Most organizations give it a dozen.
A maintenance technician emails a supervisor about a leaking valve. A contractor mentions a tripping hazard to whoever’s standing nearest. An operator jots a note on a turnover sheet. A manager hears about a near-miss in a hallway conversation and quietly tells someone to “take care of it.” Every one of these is a real issue. None of them enters your corrective action program the same way — if they enter it at all.
If an issue can be resolved without ever touching your corrective action program, what exactly is your corrective action program measuring?
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About the Author
Nathan Ives is President and CEO of StrategyDriven, and serves as an executive at a nuclear and energy AI software company, where his role has grown to encompass COO-level functions and AI solution design. A former U.S. Navy nuclear submarine officer and NRC-licensed Senior Reactor Operator, he brings over 30 years of experience spanning nuclear operations, Big 4 consulting, and enterprise leadership across nine countries. He holds an MBA from Kennesaw State University and a B.S. in Physics from the U.S. Naval Academy, and serves as Executive Director and Board Member of the PanAmerican College Fund.
Unseen millions are lost by companies every year; the result of employees withholding the full commitment of their physical, intellectual, and emotional contributions. Surveys conducted by the Gallup Organization identified an 18 percent difference in productivity between the best and worst performing companies.1 Yet, as we shall explain, even the best performing companies have room for improvement.
The cost of employee turnover is staggering and yet goes largely unrecognized. There is no financial statement line item, no general ledger entry, and no budget explicitly set aside for this expense that can cost an evenly modestly sized company well over a million dollars each year. And a significant portion of voluntary attrition is directly related to the abusive work environment many employees indicate exists within the marketplace today. Thus, improvements in workplace civility can directly improve the organization’s bottom line.
“Measure with a micrometer, mark with a crayon, and cut with a chainsaw”
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