Kevin Burns Blog

Your Supervisors Are Busy. But Are They Effective?

Posted by Kevin Burns on April 10, 2026

effective supervisors build teams that can operate without them

Your supervisors work hard. No one is questioning that. But hard work and effective leadership are two different things, and confusing them is costing your operation. This post breaks down the gap between a busy supervisor and an effective one, and what it takes to close it.

How These Four Supervisor Pillars Help Build Safety Culture

Posted by Kevin Burns on March 27, 2026

safety culture is built by supervisors, not programs

The safety program doesn't build a safety culture. Only your supervisors can do that. And they can only do it when they have the right foundation. Here are the four pillars that make the difference.

Why Senior Management Can't Build the Safety Culture They Talk About

Posted by Kevin Burns on March 13, 2026

Most companies treat safety culture like it is its own separate problem. It is not. It rises and falls with every metric on your dashboard. And every one of those metrics has the same root cause.

Big News: You Don't Need 12 Supervisors to Get Started Anymore

Posted by Kevin Burns on March 4, 2026

the peoplework supervisor learning store is now open don't need 12 supervisors to get started

I've been sitting on this for months. Something that's been bugging me about who gets access to our programs — and who doesn't. Today I did something about it.

The 10% Who Build Your Safety Culture (But You're Ignoring Them)

Posted by Kevin Burns on January 30, 2026

who is your safety messaging talking to? not everyone

Your safety messaging is failing because you're committing marketing's biggest sin: trying to talk to "everyone." When you aim for everyone, you reach no one. The solution? Identify the critical 10% who actually influence your safety culture, and it's not who most safety departments think it is.

The One Person Your Safety Program Is Afraid to Name

Posted by Kevin Burns on January 16, 2026

name the person who controls your safety culture

Every safety program talks about "people" doing things right. Procedures target "people." Behavior-based safety observes "people." The hierarchy of controls protects "people." But ask any anyone to identify exactly which people have the most control over safety culture, and they'll talk about engagement, systems, and culture—anything to avoid naming the specific person who determines whether safety works or fails. And that avoidance isn't accidental. It's deliberate. Because naming that person means admitting your approach has been wrong.

You Can't Fix Culture By Only Focusing On Safety - Here's The Plan

Posted by Kevin Burns on June 22, 2026

why move only one metric when you can move 12?

You can't build a safety culture by only focusing on safety. Here's the leadership problem that's driving your incident rate, AND turnover, AND productivity, AND engagement, AND a dozen other problems ... including safety.

Your Best Supervisors Are Stumbling—And It's Costing You

Posted by Kevin Burns on December 5, 2025

Your supervisors were promoted because they cared about their teams. But nobody taught them how to turn that care into actual leadership. Here's what that's costing you—and how to fix it.

Building Frontline Safety Culture Without Senior Management Support

Posted by Kevin Burns on November 21, 2025

The safety industry insists that a strong safety culture requires senior management support. This belief has become the favorite excuse for poor frontline performance. The truth is, supervisors create a culture through daily relationships with their crews, not through executive endorsements or corporate policies. The supervisor IS the culture for their crew. Companies that equip supervisors with relationship skills get the safety culture they want, regardless of how visible senior management support appears to be.

You Can't Build Safety Culture Without Your Frontline Supervisors

Posted by Kevin Burns on November 7, 2025

relationships, not systems, build safety culture

Your safety culture problem is actually a supervisor development problem. You've invested in systems, procedures, and management commitment, but culture doesn't live there. It lives in the daily relationship between supervisor and team member. That relationship determines whether people speak up about hazards, admit mistakes, and look out for each other. Everything else only works when that relationship is strong. Without strong supervisor relationships as the foundation, your safety program becomes just another step employees are forced to endure.

Leadership for frontline industrial supervisors.