I recently heard a powerful quote, “People don’t follow ideas; people follow people (leaders)” on Simon Sinek“A Bit of Optimism” podcast, featuring Robert Waldinger, that profoundly reaffirmed the critical role of leadership; not just any leadership but based on emotion and genuine commitment to a team’s well-being in safety:
In safety, we often see an intense focus on the belief that ideas, visions, rules, or policies are the fundamental key to creating a proactive safety culture. While these espoused values (values that govern what we do) are indeed powerful and impactful, they are abstract and, by their very nature, don’t move people into action on their own. Leadership is what truly drives action. Not just any leadership, but one built on love, trust, validation, collaboration, empathy, vulnerability, transparency, and a genuine commitment to the team’s well-being. People follow people (leaders)because, unlike abstract ideas, people are real, and the human mind prioritizes this genuine connection over abstract concepts. A leader’s ability to tap into the emotional connection of any espouse value and their people is what creates buy-in.
Think about this for a second; the last time you genuinely cared about something, was it just because of its features or rules? Or was it because you felt a connection, a benefit, a trust, or an emotional resonance with it? I know the latter is true for me. In safety, leadership that understands, taps into, and cultivates these feelings proves far more effective than any rulebook.
Let’s look at a practical simple example like a ‘logical’ rule like “All employees will wear safety glasses at all times on the shop floor”.Even though this mandated/regulated rule makes complete sense for protecting employees, when it is just handed down without addressing emotions and building trust, it is often met with non-compliance.
Now imagine how this same rule would be accepted (complied with) if leadership spends time building relationships with workers, leading by example, genuinely listening and validating their concerns (it’s too hot, it is uncomfortable, I can’t see through them), brainstorming/collaborating with workers on solutions (involving a few experienced workers in PPE selection), and sharing personal stories of experience about PPE. In this scenario, employees might still voice complaints about the rule, but critically, they will feel a sense of trust and care from their leaders. They’ll understand the “why” of the rule not just on a regulatory or mandatory level, but on a much deeper, emotional level. This emotional connection is what will transform grudging compliance into genuine buy-in. In this sense, they will trust that leadership intentions are good, that their well-being is genuinely prioritized, and that their input is valued. Without this emotional foundation of trust, compliance can only be achieved through fear, force, or rigid mandates which are unsustainable, and often breeds resentment, ultimately undermining safety.
So, the next time you set out to communicate any espoused value, especially in safety, consider making it an emotional connection rather than simply imposing it on people. It’s through this genuine act of connection that we build relationships. This, in turn, creates a trusting atmosphere where everyone feels empowered to become an active agent and a co-creator of safety within the organization.
As always, just as Rome wasn’t built in a day, it is important to understand this kind of culture is an ongoing process that requires leadership that has genuine commitment.
