August 6, 2014
Alright, let’s set the record straight—I’m not just a safety blogger or some armchair theorist. For the past 20 years, I’ve been deep in the trenches, working as an organizational development consultant focused on worker safety. Think of me as an architect for safety infrastructures, custom-building systems that not only keep companies compliant but also help them thrive in an ever-changing business world. So, when I talk about safety, it’s not just theory—it’s the real deal.
Now, I get it. Some of you might be thinking, “Who is this guy to tell us how to manage safety?” And while a few sentences here won’t convince everyone, sometimes you just have to lay it out there to keep your sanity.
As a safety strategy consultant, I’m often asked, “What does the law say?” Here’s the thing—I’m not a lawyer, and honestly, I don’t really care what the law says when it comes to safety. Don’t get me wrong, I make sure my clients are compliant, but I’m not interested in just doing the bare minimum to tick off a legal requirement. Safety, to me, is about smart business—something that compliance alone can’t guarantee.
Let me put it this way: A few weeks ago, I drove through the Donner Pass (yes, the same place where the Donner Party got stranded and resorted to some pretty desperate measures). The speed limit there is 70 mph, but just because it’s legal doesn’t mean it’s smart—especially if you’re not familiar with the route. The same goes for those California highways where motorcyclists can legally weave between cars at high speeds. Sure, it’s legal, but it’s also a recipe for disaster.
Back in my home state of Michigan, we’ve seen safety laws being rolled back left and right. Now, it’s legal for people to light fireworks in their backyards or ride motorcycles without helmets. Legal? Yes. Smart? Not so much. The point is, just because something is legal doesn’t mean it’s safe or the right thing to do. Yet, many companies manage safety as if legality and smart decision-making are one and the same.
I’ve met plenty of safety practitioners who swear by managing to compliance. They think that if it’s good enough for the Feds, it’s good enough for them. But here’s the problem: Compliance is the bare minimum. It’s like aiming for a D when you could be going for an A. Sure, you pass, but are you really succeeding? I’ve seen organizations that cling to compliance programs like a gambler clings to a “winning system”—until it all falls apart.
Don’t get me wrong, compliance is important. But if that’s all you’re aiming for, you’re settling for mediocrity. True safety management isn’t just about following the rules—it’s about going beyond them to create an environment where safety is integral to every part of your operation. Because at the end of the day, aiming for just compliance is like playing it safe when you could be playing to win.
So, let’s stop managing to compliance and start managing to excellence. After all, safety isn’t just about staying out of trouble—it’s about doing what’s smart for your people and your business.
