From Compliance to Commitment

What frontline leaders really need to build a safe work culture.

“Culture follows example. Example begins with the Leader.”
— Kevin Guiney

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There’s a moment from early in my career that I’ll never forget. Back in the 90’s, as a union representative, I attended a coroner’s inquest into the death of a colleague—a veteran employee and father—who lost his life after being struck by a train while responding to a trouble call. Three separate investigations followed: one by the company, one by Labour Canada, and a coroner’s inquest. Though conducted independently, each investigation came to a similar finding: the employee had, regrettably, not followed established safety protocols. The rules were clear. Training certifications were in place. Safety manuals could fill a library. But none of it was enough to save him that night.

What struck me most at the inquest wasn’t just the tragedy, but what happened in the hearing room. The company’s lawyer presented a mountain of evidence: rule books, training records, policy documents and written procedures—all meticulously organized. It was an impressive display of corporate commitment to safety.

Then the employee’s supervisor was called to the witness stand. Alone, facing the family and the inquest counsel, he was asked a simple but profound question: “We’ve just seen what the company does for safety. What do you do for safety with your employees, sir?” The silence before he answered was deafening.

That moment stayed with me. A stark reminder that no matter how comprehensive the safety plan, the real difference is made—or lost—on the front lines. Supervisors are not just cogs in the safety machine; they are the living, breathing link between policy and practice. Their daily actions, their engagement with employees, and their commitment to safety shape the culture and, ultimately, the outcomes on the ground.

I don’t profess to be an industrial safety specialist. But in my years managing railway operations—leading teams of up to 60 employees—we never recorded a single FRA-reportable injury. In practical terms, we had no serious injuries. An injury requiring medical attention or resulting in lost time, for example, would be considered FRA-reportable. That result wasn’t luck. It was built, deliberately, through culture, leadership, and consistent, hands-on safety engagement.

One of our most impactful tools was the SafeStart® program. It wasn’t imposed from above—we introduced it locally. I even became certified to deliver it in the field. SafeStart’s strength lies in its human-centred approach: helping people recognize how states of mind—like rushing or fatigue—increase the likelihood of critical errors that increase the risk of injury, and how to reduce them.

SafeStart had one philosophy that truly resonated: don’t oversell. Let the stories and tools speak for themselves. That approach works. People naturally resist what’s forced on them. The same dynamic played out during the pandemic, when public health messaging shifted from soft encouragement to mandates. In safety, too, buy-in is everything. For any program to succeed, people need to believe in it.

That belief starts with leadership. I delivered the safety onboarding myself in the early going. I didn’t want new hires on the rails until they had the basics—such as WHMIS, the hazard prevention program, SafeStart, and related core safety training. Those from heavy industry often arrived with a deeply ingrained understanding of safety culture. Others needed stories—real, personal, practical—to bridge that gap. And it worked.

Our onboarding grew into a two-week intensive, including classroom work, field boot camps, and even a contracted defensive driving program. We created space to apply what they learned—conducting field-level risk assessments, delivering job briefings, getting behind the wheel for hands-on driving feedback. These weren’t checkboxes; they were culture in action.

One story illustrates the challenge. At a spring safety meeting, our driving instructor asked a bold question: “Who here doesn’t think seatbelts save lives?” A few hands went up. Some of my own team. One employee said, “Well, what if there’s a fire or you’re underwater?” Yes, there are rare exceptions. But here’s the truth: seatbelts save lives.

If something as universally accepted as that still generates doubt, imagine the resistance to more complex or company-specific rules. That’s the heart of the issue. Compliance is doing what the rule says. Commitment is believing why it matters. Great safety cultures have both.

For me, that belief started early. My dad was a miner who brought safety home. As a kid, when we worked with saws, we wore safety glasses. No debate. Today, I still wear safety boots and eye protection to mow the lawn. Meanwhile, neighbors breeze by in flip-flops and earbuds. Parents set the stage early, with lessons that build lasting safety habits.

We pushed the same message on the job: don’t rush. Use the tools. Ask for help. Don’t brute-force an 80-lb lift when there’s a crane nearby or a colleague to assist. It seems straightforward, but it matters. Slowing down prevents injuries.

As a leader, you have to walk the talk. You can’t bend the rules. You can’t look the other way. What you tolerate becomes the culture. Yes, enforcement is part of it—but so are stories, coaching, and consistency.

Looking back, our safety success came from intentional onboarding, real-world mentoring, a practical program like SafeStart, and a team that truly bought in. We shifted our language from “Safety First” to “Safety Always.” Not just a slogan—but a mindset.

At the end of one onboarding session, a young man who had previously worked at a private retail lumber yard said something that stuck with me: “I never realized how unsafe I was in my last job.” That, to me, is the measure of success—when someone begins to see safety not just as a rulebook, but as a way of thinking.

If you’re a new supervisor or manager, remember this: corporate safety policies are just the foundation. The strength and stability of the structure come from your conversations, your decisions, and the leadership example you set for your team.

Because in the end, every leader should be able to answer the defining question I heard in that inquest:

“What do you do for safety with your employees?”