
Tips for Selling Safety to Leadership
We sat down with Compliance Consultants, Inc’s CEO and COO, Terri Collins and Scott Boroi, to ask them their thoughts on selling safety to leadership in an organization. Terri and Scott bring many years of combined experience in working with leaders of all types of organizations, providing guidance and consulting on the benefits of developing and maintaining a Culture of Safety.


Read how Terri and Scott approach selling safety to leadership and their key tips and takeaways.
Question: How important is it to “Sell Safety” to leadership in an organization . . . and why?
Terri– “Leaders in an organization set the tone. If leadership hasn’t bought into safety, the organization will never truly thrive when it comes to safety. The companies that we’ve had the most success with are those where safety comes from the top down. Management ensures that safety is just as important as service, quality, and profitability, and that mindset trickles down to the employees. Selling safety is much easier now then it was when my dad first started CCI. Responsible business owners know that they must comply with OSHA regulations, but more importantly, protect their workforce.”
Scott– “The importance of selling safety is measured by how serious an organization takes risk and what their full understanding of that risk is. Is there a clear proactive approach to safety or is it a reactive approach? With safety, there’s always a level of acceptable risk; it’s just a matter of where that line is drawn. CCI can provide the expertise to recommend what we believe is the best path forward while making a palatable integration.”
Question: What do you find resonates most with leadership around having a robust safety program?
Terri– “I think it depends on the leader in question. Having a good understanding of your leadership’s mindset and what motivates them can help guide the discussion. The good news is that a strong safety program has many benefits and whether its cost savings, an enhanced company reputation, risk aversion, a genuine concern for employee safety, or a combination of these and many other reasons, safety can be sold on many fronts. Knowing what motivates your leadership will help you tailor your conversation.”
Scott– “What resonates most with leadership is the potential impact of not adopting a robust safety program. Most leaders have the moral compass to admit that they don’t want employees to get injured. That’s the easy question, however, when you start to peel back the layers of other types of risk such as monetary penalties, liability exposure, insurance costs, etc. it really helps to paint the picture of the full repercussions.”
Question: How much is selling safety tied to organizational culture?
Terri– “As I said before, safety really must come from the top down. Leadership must make it a priority and build a safety culture into each level of the organization. You might be a Facilities Manager who sees the need to purchase the proper guards for a machine in order to protect the employees using it, but you’re not receiving approval from finance. Or an employee might have the fall protection equipment available to them, but the foreman or Superintendent doesn’t enforce the use of it. This misalignment of safety culture across the organization will prevent a company from reaching their safety goals.”
Scott– “It’s one of the greatest factors. I have seen firsthand how culture impacts safety in any organization. Safety is one of those peripheral considerations for any company, but for leadership to truly care and want to push compliant policies onto their employees shows commitment. When you care about your employees, those employees will return that by showing leadership how much they care.”
Question: What are some of the biggest barriers to getting leadership on board with a safety program?
Terri– “I think the biggest barrier is a lack of resources. Whether it’s funds, time, or the people needed to implement the program, this is what trips up most business owners. Developing and then implementing a Safety Program is an overwhelming endeavor. OSHA regulations are confusing and most, if not all, people in small to mid-size companies are not safety professionals; it’s hard to understand what’s required of them. Management or HR may have made attempts in the past but struggled to keep the momentum going because they have many other responsibilities. That’s where a third party like Compliance Consultants, Inc. can step in and provide the support needed.”
Scott– “The first thing that comes to any leader’s mind is cost. While an initial investment is a direct cost of introducing safety, the indirect costs of implementing a safety program creates the largest barrier. From changing work practices, to taking time out of productivity to ensure that safety is a priority, making safety a priority can be the biggest challenge for leadership to understand. It creates the biggest barrier for companies that may not be ready to fully encompass safety into their business. CCI understands the limitations of small businesses which can translate to assisting companies with undertaking safety one day at a time and slowly integrating new policies and work practices into your everyday work.”
Question: Who are usually your internal allies when it comes to getting leadership to buy into a safety program?
Terri– “Those in Operations tend to be in the best position to not only sell safety to leadership, but also to implement the necessary programs and procedures. A Safety Committee, if the company has one, is another great resource. Safety Committees are typically made up of employees and management, and are in an excellent position to understand the requirements and needs of the company when it comes to safety.”
Scott– “The number one ally when it comes to getting leadership to buy into a safety program is the employee that is on the front line of hazard exposure. Employees typically appreciate what we are trying to do for them. Employees might get frustrated at times with some of the necessary requirements, but ultimately, they understand why we are there. These front-line employees can be a huge influence with leadership.”
Question: What successes do you see in organizations that have a safety culture?
Terri– “This is the best part of being a safety professional! I tell every new client that improvement may be slow, but they will be successful. When safety culture truly aligns in an organization, it becomes a well-oiled machine. Safety is part of the discussion at every level and the benefits can be seen across the board. Some examples are fewer injuries, better employee retention, fewer OSHA citations, reduced insurance costs, more bids awarded/projects won, and overall, a better company culture that will continue to grow and be successful!”
Scott– “It’s so clear when I enter an organization that truly cares about safety. Everything else seems to excel – the caliber of work, the morale of the employees, and even the equipment, and the tools always seem to be nicer and newer. Leadership understands what it takes to be successful and, while making sure all of their employees go home every night is the most important, avoiding any type of incident or down time is also an important factor.”
Question: What are some of your final takeaways?
Terri – Selling safety to leadership is just the first step. Safety is an ongoing cycle that requires constant monitoring and updating. As your company is successful and grows, the safety needs of the company will change and become more complex. But once that culture of safety is in place, it becomes natural to plan safety into each new process and project.
Don’t Delay . . . Get Started on a Path to Safety Today!
Compliance Consultants, Inc. can help your organization on a path toward safety. We can help you assess your current situation and develop a plan for implementation. We stay with you every step of the way on your safety journey and think of ourselves as part of your team.