Safety programs are the lifeline of every company – they ensure everyone goes home at the end of the day in the same condition they arrived. Yet too often these programs become ineffective. They’re rolled out with fanfare, only to end up as binders gathering dust, neglected by leaders who see them as “someone else’s job” or training sessions no one remembers. Why? Because they fail to connect with the very people they’re designed to protect.

And what about the phrases we hear on repeat? “Safety first!” or “Everyone goes home safe.” Over the years, these slogans have lost their impact. They’ve become empty talking points when leadership’s actions don’t align. Real results come from meaningful commitment – not from catchy lines, but from deliberate action and consistent follow-through by leaders, purposefully made visible to those they lead.

A safety program that truly sticks isn’t about compliance, it’s about culture. Compliance is just the floor – the bare minimum. But culture? That’s the foundation. It’s what drives real, lasting changes in behavior. And the cornerstone of a strong safety culture? Leadership. When leaders take responsibility for safety, engage their teams and foster accountability, safety becomes second nature. This article will walk you through how to develop safety programs that resonate, engage and stick.

Leadership: The catalyst for sticky safety programs
Let’s start with a reality check: Have you ever seen leaders (including crew leaders) laughing and saying, “Don’t tell the safety guy”? What happens if that “thing” goes wrong? Who calls the family? Who deals with the aftermath? And what’s the usual excuse? “Oh, they should have known better.” But the truth is, if that behavior is happening, it’s not an employee problem, it’s a leadership problem. Leaders set the tone for what’s acceptable. If they dismiss safety, so will their teams.

Leadership has to demonstrate that safety is more than a check box. Employees need to see that their leaders care more about their well-being than hitting the next production milestone. Imagine this: You’ve got a leader who would take a bullet for their team before letting production get in the way. That kind of leadership doesn’t just motivate, it inspires. People feel valued, and that drives intrinsic motivation to work safely. That’s where culture begins.

Safety as a system, not a stand-alone effort
Safety isn’t a separate entity. It’s woven into every aspect of operations, like air traffic control (ATC). Just as ATC keeps flights safe while ensuring the airport runs smoothly, safety programs should keep people safe while maintaining operational efficiency. The moment you separate safety from operations, it becomes a task, not a priority. And when safety feels like an “add-on,” it’s the first thing to get cut when time or budgets are tight.

Standardized priorities are a game changer here. When leaders implement clear, repeatable steps and priorities like SQD (Safety, Quality, Delivery), it brings order to chaos. It simplifies decision-making, reduces risk and lightens the load for everyone involved. Instead of scrambling to meet safety requirements, teams have a clear road map that integrates safety into their daily routines. It’s no longer “extra work,” it’s just “how we work.”

By focusing on safety and investing in workers through standardized priorities such as SQD, employees are forced to follow procedures they may previously have overlooked. As they engage with these processes, they naturally develop higher skill levels and learn to work more efficiently. Over time, this results in teams that can produce more with fewer resources, achieving higher output and quality without sacrificing safety.

When leaders implement clear, repeatable steps, it brings order to chaos. It simplifies decision-making, reduces risk and lightens the load for everyone involved. Instead of scrambling to meet safety requirements, teams have a clear road map that integrates safety into their daily routines. Again, it’s no longer “extra work,” it’s just “how we work.”

Leaders must also be allowed to occasionally fail at meeting production goals without fear of repercussion. If leaders in an organization are constantly pressured to hit numbers no matter what, they’ll inevitably prioritize production over safety – a core value. That’s when corners get cut and risks are taken.

Instead, encourage leaders to focus first on safety and then on the quality of their work. When they get those right, the people and customers will be taken care of – all will be pulling in the same direction as a team to produce the highest-quality product in the safest manner possible while increasing productivity. If production goals aren’t met, it’s likely for reasons beyond their control, like materials running out or scheduling issues – not because they chose safety.

Fostering accountability through culture
One of the biggest barriers to sticky safety programs is the fear of failure. Leaders often shift responsibility for safety gaps onto the safety team, treating safety as “that nerdy guy’s problem” instead of integrating it into operations. This separation not only undermines accountability but reinforces the misconception that safety is outside the scope of leadership’s role. To create programs that stick, leaders need to embrace safety as their responsibility, not pass the buck to someone else.

Mistakes must become teachable moments. Think of safety as a living, breathing system. It’s not about getting it perfect every time – it’s about evolving and improving. That evolution only happens when employees feel safe to report issues, share concerns and learn from near misses.

Accountability is also key, but it has to flow both ways. Leaders should hold themselves accountable to their teams, demonstrating that they’re willing to lead by example. A leader who shortcuts safety rules is sending a clear message: “This isn’t important.” But when leaders show that they prioritize safety – even over production – it inspires employees to do the same.

If you’re just getting started, keep it simple. Focus on one easy thing first – like personal protective equipment (PPE). Not because it’s compliance-driven, but because you care about your people. Spend six weeks hammering home PPE standards, and watch what happens. When employees see that you care enough to make safety a priority, you’ll notice a shift in attitudes – not just about PPE, but about everything else.

Why programs stick (or don’t)
At the end of the day, a safety program is only as good as the culture it creates. Compliance-driven programs fall apart because they rely on extrinsic motivation – people follow the rules because they’re afraid of getting in trouble. But a culture-driven program thrives on intrinsic motivation. Employees follow safety protocols because they believe in them. They trust their leaders, their systems and their teams.

So, how do you build that culture? Start with intentional priorities. Safety must be more than prizes and awards. It must be embedded in every decision, every system and every interaction. It must be part of your DNA as a company.

Conclusion
Developing safety programs that stick isn’t easy, but it’s worth it. It takes intentional leadership, a culture-first approach and systems that simplify, not complicate, daily work. It’s about creating a workplace where safety isn’t just something you talk about, it’s something you live.

So, as you look at your safety programs, ask yourself: “Are they driving compliance, or are they driving culture?” “Are they something employees remember and practice every day, or are they forgotten as soon as the training ends?” If you’re ready to make a change, start by pulling your leaders and teams in the same direction. Because when everyone’s rowing together, your world gets easier – and a whole lot safer.

David Vincent, a TCIA Certified Treecare Safety Professional (CTSP) and TCIA Qualified Trainer, is executive director of safety & leadership development with Guardian Group Safety & Leadership Solutions in Allendale, Michigan. He also is a Certified Safety Professional (CSP), Safety Management Professional (SMP), Certified Instructional Trainer (CIT) and ISA Certified Arborist.