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“It’s the buy-in. All the safety systems are there, but they are worth nothing without the buy-in.” Theo Venter, the only known survivor of a 22,000-volt electric shock, joins the podcast this week to share his powerful story and eye-opening message highlighting the inevitable dangers of shortcuts in the workplace. Tune in as Theo describes the psychological aspects that contribute to serious injuries and fatalities and unpacks actionable strategies for mitigating risk and powering up personal accountability and safety ownership in the workplace.
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Real leaders leave a legacy. They capture the hearts and minds of their teams. Their origin story puts the safety and well-being of their people first. Great companies ubiquitously have safe yet productive operations. For those companies, safety is an investment, not a cost for the C-Suite. It’s a real topic of daily focus. This is The Safety Guru with your host, Eric Michrowski. A globally recognized ops and safety guru, public speaker, and author. Are you ready to leave a safety legacy? Your legacy’s success story begins now.
Hi, and welcome to The Safety Guru. Today I’m very excited to have with me Theo Venter, who is an incredible inspirational speaker, but also one of the only people to have ever survived going through 22,000 volts through the heart and 1,200 amp. Unbelievable. Theo, welcome to the show. Glad you’re here. Why don’t we start with your story?
I am even more glad I’m here with you after hearing that what you just said. Sometimes when people say that it just is a different energy when I listen to it and I go, wow, I’m still standing here. Thanks for having me, Eric. Absolutely. I’ll just jump in if that’s okay. I’ll start a little bit further back. Born and raised, you might pick up a slight little accent in my voice, and I know it’s going to be hard to pick up, but it is from South Africa, the Spring rock country. Born and raised over there and then got opportunity to go to Australia and go and practice my trade, which was working on overhead power lines. I guess after about 10 years of working in the same industry, there was this specialized group that came in and they could work on live electrical power lines. So, you put these specialized big gloves and stuff on, and you put them on, and you can work actually on live power lines. So, I was very interested, went for the course and passed it. And then when I came to Australia, that was what brought me over because it was such a specialized trade. I was only here for six months when I set in my ways. My family came over for the last three months and we were now just settling into Australia. And it was a Monday morning. I woke up in the morning and it was just another day to me. I knew exactly what was going on. What was my whole week, what was it going to be? So, I got into my mood, and I jumped in, and I went to work and got to work. And the manager said to me, hey, Theo, he said to me something very strange that morning. He said, look, you got to go fix up this power pole outside of your normal work scope. And he said, I’m calling you in because you are the guy that gets the job done. He says, this is a really… There was an electrical storm. There was a lightning strike over the weekend. The pole got damaged. And he said, this thing is really badly damaged. So, I turned around Eric and I had this little ego boost, pep my stick.
And I said to, we have a three-man crew, I said to my boys, let’s go change the stuff on the truck and the Ute and get some other safety stuff on. And off we go to the Spell poll. And I remember doing a risk assessment that morning without my other two boys in there at the poll, and tick and flick boxes. You’re just a quick tick and flick and you’ve put a few things down. And I didn’t really, really, I wasn’t invested in that. And when the boys came in, we set up and started working on this pole. And my best mate, very good mate of mine, his name is Niko. He was in front of me. He started working on these live wires. And about half an hour in, he got really frustrated. And he said to me, he said, I can’t get this nut off this little 12-millimeter nut. I don’t know if you guys call it three quarter.
And I said to him, look, you must be tied. Let me have a go at it. And as soon as I stood right in front of this, and I’ve got to describe it. We’re standing 11 meters in the air. There’s a big steel cross arm in front of me. There are three insulators, which carries the three phases. And I remember, I couldn’t see where this nut sits, and I couldn’t feel it because of the gloves. And I knew that I’m the guy that gets the job done.
Right. You had heard that just before.
Because that just boosted my ego with this thing. And you know what it’s like for a young man.
And I guess at that stage, I thought if I could only put my fingers in there and could feel how this nut sits, it will be like a two second thing. I’ll just quickly put my finger in there, feel where it sits, get a socket in, and undo this nut. And I had a quick glance behind me of Niko, my best mate talking to the safety observer downstairs. And he didn’t look at me. And I went and I put my hands between my knees, and I started taking my gloves off. It was such a convenient choice. It was so easy. It was just a convenient choice. And when I put my hands in between my knees to start to take the gloves off, not for a single second did I even consider how many times they told me not to do it.
How many times in a meeting have they told us don’t do it. If it’s unsafe, don’t do it. In that minute, I was so focused on getting this job done that I didn’t think about it. I started pulling my gloves out, and the moment my gloves released out of my hands, I could feel the cold sweat on the wind, chillie wind. That moment, I had this massive gut feel. Have you ever done a bit… It’s just about to do something really stupid and you get this big feeling in your gut that something is going to go wrong? That moment when I got that gut feel, it was such a strong feeling that I paused and I went, oh, that is a real feeling. Then I was standing there for a couple of milliseconds, and I thought, Man, it is so convenient. It’s so easy. It’s right in front of me. I can just get you. Of course. So, you override that gut feeling, and you go in and you took it out. And I put my hands on that nut and everything was fine. I did it. The nut came off in about five seconds.
I was so happy with myself that I was standing back with a bigger smile on my face. And the next minute, the insulator now undone started moving and it was pure instinct. I had my right wrist on the steel cross arm and with the insulator a little bit to my left, I just grabbed it with my left arm, my left hand, and I didn’t know that there was that exposed section of that 22,000-volt line. And that moment I stuck my hand straight into that line, which made me just a little fuse between draining 22,000 volts, 1,200 straight through my heart, straight into the down to Earth.
That moment when that power took hold of me, it was like a truck hitting me at 100 Ks an hour. It just hit me and every muscle in my body, I remember feeling every single millisecond. I knew exactly what was going on, Eric. I was thinking about so many things, but I couldn’t do anything. It was just stuck on there. And I just stuck. And it was about two and a half seconds, which in electrical terms is a long time a lifetime. It’s lifelong. I lost consciousness. My knees gave in. I think my right wrist slipped off that steel cross arm and my lifeless body hit that bottom of that bucket. And that was the end of my life as I knew it. That was my last moments as I knew my life.
So, you went to the hospital. We’re blessed to still have you here. Tell me a little bit about the aftermath, the ripple effects, what transpired. Your family had just arrived three months prior.
Yeah. You see, what electricity in specific does is when you get hooked up, it creates a like a thousand degrees Celsius and it boils your blood inside your body. So, your soft organs, your heart, kidneys, lungs, liver, everything starts to boil up. And because of that, by the time they took me back to hospital, I was lying in that hospital bed, and I remember the last nurse, she was standing around my bed. After they stitched me up and bandaged me up and put all these tubes into my system with antibiotics and painkillers and stuff like that. And just before my wife walked in, she looked at me and she didn’t say much. But she was looking at me. I had eye contact for about 10 seconds, and I just realized that I’m going to die in his bed. I’ll never forget this moment when we’re just looking at each other, not saying a word. And she walked out, and I realized I know I’ve been in this industry; I know that the infection sets in and in a day, maybe, and you will die. And I remember my wife walking just after her. And as we were talking, she’s begging me not to die because we made this agreement that I was going to. And then I could hear my little princess is only five years old. She was outside and she was screaming and begging for her Daddy. And my two boys, I’ve got three kids and they were crying and begging. And I said to the doctors if they could bring my kids in and just give me a last chance because my kids just wanted to hug them and say goodbye. The doctor said I was so bad. I smelled so bad, and I looked so bad that, please don’t let the kids see you like this.
So, I made the decision not to say goodbye to my kids that day, that moment. And that was the hardest thing I’ve done in my life. I went into that night. You just count those seconds down and you know what goes through your mind the most is what made me take that shortcut? What made me choice? Why did I do it? Was it worth it? Was it worth taking that nut off? Was it worth putting my life on the line? When do you get so desensitized? What stage in a workplace, work site does you get so desensitized that you don’t even think about those material risks, the things that can kill you? And it just kept on spinning over and over and over in my mind. It was about five days later when they did tests on me and said, Theo, you’re going to make it. And during those five days, the only thing I could think of is knowing I was going to die was if someone could give me just one day with my family, one perfect day, one perfect day. It’s all I wanted, just one perfect day. And now when I stand in front of audiences, I’m asking them, have you ever thought of your own specific, personal perfect day?
What would it look like? Who were you enough with? Where would you go? Sure. They started surgeries. They removed all the dead tissue and tendons out of my arms that was dead because of gangrene. I went through 17 surgeries in the first just over a month. Every second day I had a surgery. They wanted to amputate my arms; they could save them. And then I was in hospital for quite a few months when I left. But then when I went home, it became worse because I went in there and my friends didn’t recognize me. I was now estranged from my wife. I was away from… The pressures on a relationship was just sky rocketing. I was in a dark room sitting there the whole time with severe pain. I had to depend on everyone to feed me. My hands didn’t work at all to help me wash, to wipe my bum, to do all these things. And I think about a few months in, depression kicked in and severe depression and anxiety. And it wasn’t long after that when my suicide thoughts were very real. That was the darkest ever. I’ve seen life in my life before. It was the darkest times.
I have to ask you, you know doing work around electricity, around high voltage, gloves are what blocks you from direct contact with the ground, becoming… Taking the energy down to the ground. You’re supposed to test your rubber gloves, in most cases every day, to make sure that there’s no fault, no challenge with the rubber gloves. Have you ever done anything like this before?
That is such a great question, Eric. Those gloves that you’re talking about, and it sounds like you know exactly what it was because those gloves are sacred to everyone. You take those gloves and you put them in a very soft pouch, and you do a pin test every day and you make sure that those… Because that’s the only thing that keeps you away from the beast. To answer your question, I want to go back one week before my incident. Just one week.
The Wednesday before my incident, we were standing. There was about eight of us, nine, 10 of us on a site. There was a power pole very similar to the one I was on. And there were two guys working up on this pole in an EWP in a bucket on a live line. And there was about six of us on the ground level. And it was about, I think, two, three hours in, maybe 10 o’clock in the morning when I was standing back from this pole to see how the guys going up there. And the one guy, as I looked up, the one guy didn’t have his gloves on. And I screamed. I screamed. I blew the whistle. I said, whoa, mate, you forgot your gloves. You haven’t got your gloves on. Because that was the cardinal sin. It’s like, you don’t do that. You forgot about it. The guy turned around and he looked at me downstairs and he laughed at me, and he said to me two things which I’ll never forget. He said, Theo, don’t ever tell anyone what you just seen and don’t ever try it yourself. This guy took his gloves off to do some work around the live power line.
Never seen it, never done it. Cardinal sin. No one should be doing this, right? Right. Two days later, I’m sitting in a safety meeting, the manager comes in and he closes, slams the door, closes. We about 100 of us sitting in a room. He starts the meeting, the safety meeting, off by everyone. He says, This doors are closed. This is a safe space. Everyone, please, could you talk to us about safety out there? Can you talk to us about is there anything that we can do better? Is there anything you want to bring up that people don’t do that safe? And the more he said these things, the more there was these 10 pairs of eyes right in the back of me waiting for Theo Venter to get up and say something because he’s the guy that gets the job done. What did you do? You know what I did?
Nothing. Couldn’t do it. Could not get up and say it. Could not. For some reason, I couldn’t do it. When my accident actually happened was that moment when I walked out of that room that day. I couldn’t bring it up. That’s where my incident happened because that was Friday afternoon, two days later, Monday morning, I was on a power pole standing there not knowing what to do with this thing. Then I remembered this guy last week that took his gloves off and he got the job done. And that is it. That was me. That was the incident right there. In other words, short answer to your question is, I’ve never done it, never seen it. First time I’ve done it. You know what? The guy that took the shortcut last week, must probably done it 30, 40 times. He always got away with it. It’s never the convenient choice. It’s never the shortcut that you take. It’s an unforeseen thing that happens while you’re taking a shortcut. It’s an extra thing that comes into play, that thing that no one knows about. You can get away with those shortcuts, but one day something is going to come up while you’re taking that convenient choice.
Which is what happened then. Something slipped, something moved. Unfortunately.
Yeah. This episode of The Safety Guru podcast is brought to you by Propulo Consulting, the leading safety and safety culture advisory firm. Whether you are looking to assess your safety culture, develop strategies to level up your safety performance, introduce human performance capabilities, re-energize your BBS program, enhance supervisor safety capabilities, or introduce unique safety leadership training and talent solutions, Propulo has you covered. Visit us at propulo.com.
So, it gets me to think a little bit about culture. What was the culture like? You talked about you get the job done. So presumably getting the job done is what was celebrated in some way, shape, or form. Others were blatantly cutting corners, at least one other person, on a cardinal rule. If you’re working next to any energized current at that level, you should never touch, not have the right gloves.
What was the culture like?
There was quite a number of things that came into perspective at that stage. There was the fact that because we were so new in Australia, we were still on a bridging visa, which means, you know where this is going, right? So, if you can do your job and you do it well and you can do it for long enough, you stay and you get your permanent residence. I didn’t come here to go back. So, there was a bit of pressure on… And please understand me very well, this is not excuses. These are things that was in place. I own 100 % what I did. 100 % I did. And that will always stay the way. But there was a bit of pressure on getting the job done. And in those days, they said to us in the cultured sense of things is look after your mates. Please go out there and look after your friends next to you, your brothers and sisters right next to you. Make sure everyone is safe. Do you know what I did in that meeting? I was looking after my brother. I was making sure he doesn’t get in trouble.
Yeah, because it’s reconstructing, which I’ve seen too often, what brother’s keeper means to protecting someone as opposed to protecting them from harm.
Yes, thank you. I was protecting my brother’s keeper by not saying anything. We’ve got a broke code out there and you don’t stab your brother in the back and that thing. So that was the culture because we were all in the same boat. We were protecting each other, and we wouldn’t do anything to hurt another guy. So that was, I think, the ground foundations of this culture. What they didn’t tell us at that stage, which after my incident for the last 10 years now, I’ve been searching for the reason why we do these things, regardless of the culture, regardless of whatever, why do we as individuals take these shortcuts? I went into behavioral science, and I went into all kinds of things that came up. Yes, there’s a lot of factors that make sense about all the other sciences, but there was one little thing that really got me in that moment when I just about to take my gloves off. Remember that real feeling in my gut? That really, it was in the back of my mind so long. What was that? I went and studied it. And this is pure biology, and I’d love to share this if that’s okay.
Absolutely. These are the things that just make so much more sense if we can teach our people and our people on our mine sites and our construction sites and these things. This basic concept is that we’ve all got a biology, we’ve all got a new cortex, a frontal cortex brain. It’s called the big brain in the front of your head is the one that calculates, it analyzes the path of least resistance. It speaks language and it understands, and it reads, and it writes, and it does all these things. That’s the part of the brain, if I say, calculates the path of least resistance. In the workplace, the path of least resistance, the easiest way to do, the most convenient way to do something is a shortcut. When we send our people to these work sites in the morning, we give them… They’ve got pre shift meetings and they need to do procedures and there’s swims and there’s all these things. And then they go out in the field, and they calculate all these things. And then they get to a place where they need to use a ladder, or they need to use something else. And this brain is so big and so powerful in front that I have now been working this brain, and I’m now taking the shift instead of the hammer because the hammer is too far and it’s not convenient to go there. And when there’s an incident, what do they do? They come back and they do the risk of the incident investigation, and they come, and they give you more procedures to go and read. So, they make the brain even younger.
There’s a little brain at the back, which they call the limbic brain. Now, this is the most amazing piece of little artwork that we have. And that is the brain that has got emotions and creativity. It deals in all these things. That’s the little part of the brain where safety gets unlocked. That’s where safety sits. When you feel unsafe, it’ll put chemicals into your body and say, watch out, there’s a snake, or whatever it is. That is the part of the brain that sends the signal to your gut. Have you ever heard of these people that needs to make a decision, oh, I don’t know if I need to go to the to use my head or my heart? Those are the two brains. Unfortunately, I don’t want to disappoint most of our listeners, but we don’t have a feeling in our gut. Sorry. That part of the brain sends that signal to your gut because it knows the gut is such a strong overpowering thing. So, when I put my hands between my knees, that little brain sent it in and said, don’t do it, Theo. Don’t do it. But I haven’t trained that brain.
I didn’t have the tool to understand and trust and respect that trust, that gut feel to go and listen to it and stand back and to say to my mate next to me, hey, Niko, does this feel right to you if I do this? I bet you wouldn’t have said no. But because of the frontal cortex is so strong, it will overpower that brain every single time. And if we could give our people out there just that little training every two, three minutes in the morning just to understand and trust that gut feel, that limbic brain, then they’ve got at least a chance of fighting against each other and say, I trust my gut. I will not do it. Last thing I want to say is, do you know how many people I spoke to that I said, have you ever had that feeling just before you get something done that you shouldn’t be doing it? Everyone goes, yes. Then I said, and then you do it anyway. They go, Oh, yes. That’s it. That’s a start anyway. But nearly everybody who’s been on our podcast who shared who’s been injured talks about that gut feel, a reaction just before. Almost unanimously, somebody has this feeling just before, but they still march forward.
That’s the golden nugget, isn’t it? I’ve been giving out little 12-millimeter nuts in every single presentation I have done to every single person. There must be about 250,000 nuts on key rings out there. I call that your gut feel, your why, your reason, your gut feel. At least there’s something they can hold on to sometimes, or they see it on the key ring, and they go, wow, I remember that. I trust my gut. I trust my feelings.
Let’s get to the topic you touched on before, which is getting to a perfect day. When you talk to audiences, you present your story, you get them to think about that perfect day. So, tell me about how you convey that message, because that’s also the decision you want people to reflect on before you take your gloves off, say, Is it really worth it?
Yeah. Eric, there’s six points that I highlight throughout my presentation if we want to get a little bit technical. They are there for a very specific reason, and it doesn’t matter if it’s an electrical industry or ice cream industry or the construction industry or whatever it is. These six points are the things that will take us forward. It’s personal development. Safety is a product of personal development. What we do is we count our mistakes. We count how many incidents and injuries we’ve had last month. And then we go this month, and we say, oh, we screwed up so many times last month, but this month is so much better. Wow. Because we only injured five people. And then next month, oh, we went a little bit worse. Instead of trying to stay away from… The human brain is amazing. Why not think of something good? Why don’t show people what good looks like? Give them something to aspire to. So, what I’ve done to Teams is after my presentation, when they are very much involved in their limbic brain and their feelings and emotions is out there, I will go into a session which I call the mission statement or whatever you want to call it.
It is to ask them as a group, as a team, what is the perfect day for them? And then we’ll write it on the board. They want respect and honesty and openness and all these things. And then I give them a sentence, we create a world in our industry that open and honest and through positive communication and these things. So, I show them what good looks like. I show them their perfect day at work. And then when they get in tomorrow morning and we ask them, is everyone is still aligned to your perfect day? In other words, we picked their value up and aligned it with the company values. Now that value is there. And when you think about something that you want to aspire to, which is good, then it comes naturally that you want to help your friend, your brother’s keeper. Those things just fall into place instead of trying to run away from the bad things and not let bad things happen. If I tell you there’s not a pink elephant behind me, it’s already in your mind. You know what I’m saying? It’s already there. So, if you tell them that that’s what your perfect day looks like, and I’ve done this to so many teams before, the culture which we touched on earlier switches immediately because now we’re looking at something great.
Let’s touch on another topic that you cover as well in your talks around ownership and accountability, which is important theme. You’re talking about your personal ownership in the circumstances, but there’s also the ownership, the accountability of leaders. Tell me a little bit about how you present this theme.
Yes, very important. I tie that into my presentation and my story as what I’ve said earlier is before we left my home country, I made a very stern agreement with my wife and my kids, people I love most in life. And I said to them, I will make sure that this agreement is that we will go over there and live a beautiful life. But I broke my agreement when I took my gloves off. And when I broke that, I had to own it. I remember my dad always said to me, if you can speak the truth in your vulnerability, you are within your power. I could not do anything else but speak the truth to everyone and said I did take my gloves off and I own it and I broke the agreement with the people I love most in life. Now at the end of the presentation, when I say, keep your agreements, that’s one of the six points. When you make an agreement with someone, if it’s a pre shift meeting in the morning or with your life, your kids, personal or work, if you keep that agreement, you become the proudest person in the world because of what you’ve done.
That creates accountability and ownership because you are now accountable for you, and you know why you do it because that’s what you want to keep. You want to keep, and you want to be a proud person in the world. That starts to form an accountability program, which in the morning you go back to, and you go, all right, is everyone still aligned with our perfect day? Can we make an agreement that everyone will go out there and conform to the regulatory authorities? Make sure that everyone is safe out there. And now we aspire to something good, we make the agreement that keeps you accountable for that. And then they will go out and look after each other because we are twisted and turned from going back to something what good looks like. I know it sounds a little harsh and quick right now, but I did write a book about it, me and Ken, so you can go and have a look at the book. It’s much better.
Very important theme. One last question, if I may. You touched on it briefly. You talked about rules, so cause evaluations, we find what happened, we create a new rule. And I agree, rules do need to exist. Rules are important. Safety at the end of the day is about adherence to rules. But you touched on something that’s really important is it’s not just about the rules. Because when you’re alone, and in this particular case, you’re pretty much alone because your friend wasn’t looking at you, so you didn’t really have a peer check. You need to buy in. You knew this was not the right thing to do. That was a cardinal rule that’s ingrained if you’re working next to a 22k V line. What does it take to drive the right choice? Rules are important, but you touched on something that’s really important here.
You just said it. It’s the buying. Our industry out there has now for the last 100 years, less than 100 years, fine-tuned our rules, our procedures, and from government side all the way down, it’s been there, and it will always be there. All the rules, all the systems, all the safety systems are there, but they are worth nothing without the buying. Absolutely nothing. And we need to create buying to these rules to understand and to give the people out there the chance to believe in the systems. Yes, I agree with you. They are important. They need to be there. I 100 % fine. But how do we create the buying? How do we get the guy downstairs, the 18-year-old just getting onto a site, or the guy that’s been there, that’s 40 years old. And I don’t know about your statistics, but the 40- to 45-year-olds in this country is the guys that get injured most because they think they’ve seen it all and then they get complacent and that’s one of these and convenient. So, the buying to these rules is absolutely paramount and we need to find a way how to get our people to buy into it.
I think I’ve broke the code and I know how to do it and I’ve seen, and I’ve proven that it can be done. Once you create the culture that supports the buying and everyone inspires to do something that is out there and that good looks like as a team and some camaraderie and your brother’s keeper, all these things come into play and the whole culture starts to shift. And that’s a beautiful thing to see. I’ve seen it many times before.
There’s somebody who was in the trade who told me once, and I don’t know if it’s true, but he said all the rules when it comes to electricity were written in blood. But if you follow all the rules that exist, there’s no reason to get seriously injured or to die. That basically, we know the universe of what we need to do. It’s just we need to actually consistently do it even when we encounter hookup issues, challenges.
True, true words. 100 % true words.
Yeah, love it. Theo, thank you so much for sharing your story. It’s a very powerful story. I still can’t wrap my head. I’m happy and thrilled that you survived 22 K Vs, 1,200 Amps. It’s surreal. But thank you for being here, for sharing your story. Incredibly powerful message. If somebody wants to get in touch with you, how can they do that?
I am just about to embark on a world tour next year. So, if you want to be part of that world tour, you can find me at theoventer.com. So, it’s Theo, my last name is V E N T E R.com. You can find me there. I’m on Facebook and Instagram and all those sites and everything else. Also, on LinkedIn at Theo venter, so you can catch me on LinkedIn. Look out for me coming around maybe your area. I will be around the Canadian areas and all the way down. So, looking forward to coming and make a huge impact. If it’s only a presentation, that’s fine. I’ll come and inspire your team to walk away. But I also do a lot of other stuff in between as well. Coachable leadership training and those things.
Excellent. Thank you so much, Theo. Really appreciate you taking the time. I know you’ve got a big day in front of you in the outback, which is going to be considerably colder than summer up here.
Appreciate it. Thanks for having me.
Cheers. Thank you.
Thank you for listening to the Safety Guru on C-Suite Radio. Leave a legacy, distinguish yourself from the pack, grow your success. Capture the hearts and minds of your teams. Elevate your safety. Like every successful athlete, top leaders continuously invest in their safety leadership with an expert coach to boost safety performance. Begin your journey at execsafetycoach. com. Come back in two weeks for the next episode with your host, Eric Michrowski. This podcast is powered by Propulo Consulting.
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ABOUT THE GUEST
Theo Venter is the only known survivor of a 22,000 volt electrical shock through the heart and shares his amazing story with audiences across the globe. When he removed his insulated gloves while working on a damaged transmission pole, he made a decision that would impact himself and his family in ways he couldn’t have imagined.
But why would an experienced liney make what hindsight would tell you was such a poor decision? Theo captures the precise moment he puts his insulated gloves between his knees and removed his hands. He shares his thoughts, his feelings and more importantly his motives leading up to the exact moment of impact. Co-Author of “Get Real: Staying Alive For A Living” and “Convenience Kills”, Theo is a seasoned veteran who will assist your Managers and Leaders and every Member of your team, to truly understand the ‘real’ psychology of incidents—with first-hand experience.
Theo will make you discover something about yourself you didn’t know. About your innate human nature. That although taking risks is normal and inherent in every human being, you could potentially be the next fatality at your workplace. That’s why it’s important to talk about it and bring it out in the open. By allowing Theo to share his story, people are impacted in a way that they are reminded of what can go horribly wrong when they take a shortcut.
For more information: https://www.theoventer.com/
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Like every successful athlete, top leaders continuously invest in their Safety Leadership with an expert coach to boost safety performance.
Safety Leadership coaching has been limited, expensive, and exclusive for too long.
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