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As a senior leader, I often stand in front of our crews and say the same things: We support you on safety, we invest in your careers, we create opportunity and provide training, yet the question that truly matters, the one people judge you by every day is much simpler: Do our actions match our words?

Research in construction is clear – what leaders do, predicts what workers do. ��

A recent meta-analysis study involving over 7,000 participants found when leaders set a safety vision, involve crews in problem solving, and remove hierarchical barriers, (removing the ‘us versus them’ phenomena) that this had the strongest measurable effect on safety outcomes In contrast, simply talking about safety without exhibiting it in every situation resulted in lower safety performance.

“Actions speak louder than words or walking the talk” is not just a slogan; it is a proven safety practice.

While setting a high standard through example is important, so is authenticity. Studies show when leaders are transparent, self-aware, and consistent in their values, safety climates strengthen (). Crews respond positively when company leaders visibly and consistently demonstrate safe behaviours.����

Leading through example by wearing PPE, honouring stop-work calls and following up on near-miss reports as examples help build credibility from the top down, and credibility builds a culture of safety.

The same “actions over words” principle applies to career building and training. ��

Research strongly shows companies who invest in and support structured and meaningful craft/trades training programs see positive measurable returns.����

The National Center for ��������ion Education and Research (NCCER) found 96 per cent of companies experienced productivity gains, 77 per cent saw safety improvements and 84 per cent reported better retention from training investments.��

For years, students moving through the K–12 education system have been encouraged to become “lifelong learners,” and they now expect their employers to commit to their ongoing training once they enter the workforce. Investing in meaningful training consistently demonstrates its value and delivers a strong return on investment.��

��������ion leaders can demonstrate true alignment between their words and actions through consistent, visible behaviours. Simple engagement practices such as making safety both visible and reciprocal, participating in pre-job planning sessions, and promptly addressing hazards identified by crews reflect a senior leader’s genuine commitment to safety and demonstrates a clear pattern of follow-through.����

Research continues to show these behaviours help strengthen and sustain a strong safety climate across the organization, while also predicting higher levels of compliance ().����

Closing the loop visibly when workers raise concerns by communicating back that “we fixed X by Y date,” serves as a powerful form of transparent communication, providing tangible proof that leadership rhetoric is backed by action.����

As Clarke notes, “feedback completion and transparency are hallmarks of authentic leadership.”��

Yet, when speaking to crews, a common question often surfaces within my mind: “Due to the generational gap, does the younger generation respond to messaging from senior leaders?”����

The answer is yes, but only when those messages are backed by visible action.����

A 2024 study by BDO Canada found younger workers value proof over promises; they want to see actions that demonstrate genuine commitment rather than rely on words alone.����

Generation Z, now entering the trades, prioritizes transparency, purpose, honesty and opportunities for career growth.����

To truly engage them, leaders must show rather than merely tell . When speaking to the younger workforce share real, relatable examples such as apprentices from within your organization advancing to foremen in their 20s, employees earning six-figure incomes without student debt, or crews using modern technology on jobsites.����

Younger workers tend to be skeptical of rhetoric and believe in what they can see . Thus, engaging with them by providing concrete examples in an honest transparent manner provides the proof over promise.��

It goes without saying that when we walk the talk, our visible actions build trust.����

So, the next time we tell our crews, “We support you,” we must be ready to prove it with data, with decisions, with follow-through and by our lived example. Words set expectations, but actions earn trust.����

In the trades, trust is more than a value –�� it’s a safety system, a training system and a retention strategy all in one. When our actions consistently reinforce our words, the outcome is clear: safer jobsites, stronger teams and lasting careers worth building.����

Dr. Lindsay Langill is the director of people and strategy with PPM Civil ��������ors ULC. Send Industry Perspectives Op-Ed comments and columns ideas to editor@dailycommercialnews.com.��