The “Rule of Three” is attributed to Aristotle, an ancient Greek philosopher, where he observed that people find it easiest to remember information presented in threes. It leverages our brain’s natural affinity for simplicity and pattern recognition, without becoming overwhelming.

Cognitive psychology reveals that 3 hits the sweet spot of our working memory. This is known as the triple advantage in information processing. In safety, employees are more likely to recall 3 key points from a briefing instead of a long list of items to recall. Leaders can ensure their communication resonates by grouping messages into 3 themes.

Think of these iconic phrases that you will never forget. Ready, Aim, Fire…..Stop, Drop, Roll. The reason you will not forget them is they are concise, rhythmic and easy to recall, even under stress.

So, when it comes to safety, let’s reflect. Do we overload safety messaging? The answer is almost always, Yes. Locking people in rooms for 1 hour of training, that goes over time and people have checked out after 15 minutes. When it comes to accountability, the same thing occurs. Think of a job description with 10 or more responsibilities. I have seen some job descriptions and postings that go on with responsibilities that seem to never end. When was the last time you looked at your job description? If you can recall, which responsibilities are most important? Some Managers will say “all of them”. Perhaps that’s why most job descriptions get tucked away, never to be referenced again.

I do not like the word “rule” because it has a negative connotation and for some brings bad experiences to our minds. I use “The Power of 3” and applying this to accountability and safety is truly powerful and almost magical.

Identify and educate all levels of your organization on the three most important behaviors or activities that will lead to safe work practices. Please note, the activities will be different for each level of the organization. In my prior blog, I explained building accountability from the bottom up. After defining your critical behaviors (“The Safety Commandments”), ask employees “what 3 things they need from their leader to support them in following the critical behaviors”. After establishing the three, ask the same question of the next level leaders, and so on until you complete this for the Sr. Leadership Team or Owners.

By focusing on only three, your people will recall what is most important, even under pressure. Excuses of “I forgot” or “I got too busy” will begin fade. Improved habits occur quicker and can become sustainable habits. When people can recall what is required of them and they perform it consistently, they are winning. Winning feels great! Everyone wants to win. Don’t you want to win?

In risk management and safety you can apply the power of 3 to streamline your focus, decision making, quarterly objectives/goals, training/education, and much more. The rule of three isn’t confined to just safety. It empowers people to perform, enhances leadership, team work, and communication

Here are some very practical tips for safety:

1. Simplify Safety Messaging. During toolbox talks or safety briefings, summarize key points into three actionable ideas. Begin and end with the 3 key points. An example could be 1. See 🡪 2. Do 🡪 3. Get for teaching. First the leader demonstrates, and the person “Sees” the right way to perform the task, then the trainee “Does” the task, and then the trainee “Get’s” it.

2. Design Clear Visual Aids. We have all heard a picture is worth a thousand words, then why do most safety briefings involve only verbal, one-way communication? Use pictures, but good pictures of the behavior you desire. Only use at-risk photos if you can show the desired behavior alongside.

3. Measure and Communicate Wins. Celebrate progress in the three areas. Such as, increased safety observations, increased positive feedback, increased participation in training, and more.

Simplify Safety Messaging. During toolbox talks or safety briefings, summarize key points into three actionable ideas. Begin and end with the 3 key points. An example could be 1. See 🡪 2. Do 🡪 3. Get for teaching. First the leader demonstrates, and the person “Sees” the right way to perform the task, then the trainee “Does” the task, and then the trainee “Get’s” it.
Design Clear Visual Aids. We have all heard a picture is worth a thousand words, then why do most safety briefings involve only verbal, one-way communication? Use pictures, but good pictures of the behavior you desire. Only use at-risk photos if you can show the desired behavior alongside.
Measure and Communicate Wins. Celebrate progress in the three areas. Such as, increased safety observations, increased positive feedback, increased participation in training, and more.

Next Week, We Will Explore: Keeping Score

1. Discover Keeping Score is so vital to your success
2. Explore options and best practices of scorekeeping
3. Learn how to share the score and how often

In 1995, my wife and I packed up and moved west in pursuit of opportunity and the dream of building a future for our family. Today, 29 years later, our twins—our greatest pride—are beginning their own journeys at rival colleges in Arizona. They are my “Why,” the driving force behind everything I do, including my passion for workplace safety and accountability.

Over the past 30 years, I’ve worked across multiple industries as a Certified Safety Professional (CSP), leading efforts to create safer, more accountable work environments. From commercial insurance companies to some of the largest construction firms in the country, I’ve seen how accountability—or the lack of it—can make or break an organization. In 2012, my partners and I founded a safety consulting firm, built from scratch, with a shared mission to improve workplace safety.

Through it all, one thing has remained clear: a culture of accountability is the bedrock of highly successful businesses. But it’s not just about policies and procedures—it’s about engaging and empowering people to take ownership of their work and safety. It’s about showing that you genuinely care about your people. In this blog series, I’ll explore how leaders can foster this culture and, in turn, create engaged, safer, and more resilient organizations.

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