Even the strongest safety cultures can be dismantled by a few key missteps. These are the seven deadly sins that can erode safety standards, diminish trust, and put lives at risk. Understanding them is the first step in preventing their destructive impact.
- 1. Double Standards: One Rule for Some, Another for Others
- 2. Top-Down Directives Without Worker Input
- 3. Tolerating Negative Attitudes Toward Safety
- 4. Shifting Priorities: Safety Takes a Back Seat
- 5. Failing to Lead by Example
- 6. Punishing Workers for Reporting Issues
- 7. Complacency: The Silent Killer
- Preventing the Seven Deadly Sins
1. Double Standards: One Rule for Some, Another for Others
One of the fastest ways to destroy a safety culture is to enforce rules inconsistently. If leadership disregards safety policies while expecting employees to follow them, resentment and noncompliance will spread.
Occupational Health and Safety Officer Ted Lane recalls, “I’ve seen situations where the sign on the shop door says ‘Safety glasses must be worn,’ but the boss walks in without them. If leadership doesn’t follow the rules, don’t expect anyone else to.”
2. Top-Down Directives Without Worker Input
Safety policies that are dictated from the top down—without input from frontline workers—often fail. Employees who aren’t consulted see policies as bureaucratic red tape rather than measures designed to protect them.
Sharon Cole, an OHS Consultant, advises, “If you’re writing a safety policy, involve the workers it will affect. They’re the ones on the frontlines, and their input makes policies practical and enforceable.”
3. Tolerating Negative Attitudes Toward Safety
A single bad attitude can spread like wildfire. Workers who scoff at safety meetings, dismiss concerns, or ignore protocols undermine the organization’s culture. If their behavior is left unchecked, it signals that safety isn’t truly a priority.
Ted Lane emphasizes, “Zero tolerance for bad safety performance is crucial. Whether it’s the boss’s son or your most experienced worker, if they refuse to comply with safety rules, they need to go.”
4. Shifting Priorities: Safety Takes a Back Seat
Many companies claim safety is their top priority—until deadlines or costs are at stake. When safety is sacrificed for productivity, employees receive a clear message: safety only matters when it’s convenient. This erodes trust and encourages unsafe behaviors.
5. Failing to Lead by Example
When supervisors and executives fail to embody the safety standards they expect from employees, it weakens the entire culture. A strong safety culture starts at the top and trickles down.
Patrick Cantner, HSE Director of Willbros Canada, warns, “If you say, ‘Production done in the absence of safety will not be valued or rewarded,’ but then allow it to happen, you’ll destroy your safety culture.”
6. Punishing Workers for Reporting Issues
If employees who report unsafe conditions or incidents are reprimanded instead of supported, they will stop coming forward. A culture of fear leads to underreporting, which increases risk.
Marcia Minto, an OH&S Program Manager, states, “If someone reports an issue and is yelled at by management, they won’t come forward next time. Employees need to feel empowered, not afraid.”
7. Complacency: The Silent Killer
Organizations that have gone a long time without an incident often become overconfident. Safety policies become lax, assumptions replace vigilance, and standards begin to slip.
Over time, this complacency spreads, erasing years of hard work in building a safety culture. The moment an organization assumes it has ‘solved’ safety, it has already taken a step backward.
Preventing the Seven Deadly Sins
To maintain a strong safety culture, organizations must actively identify and counter these pitfalls. Leaders must lead by example, workers must feel empowered to participate, and safety must be a genuine, unwavering priority.
The key takeaway? Building a safety culture is difficult, but destroying one is easy. Organizations must remain vigilant to ensure safety is not just a policy, but a deeply ingrained part of workplace operations.
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