Why Common Sense Isn’t Common
And What To Do About It
I’ve heard it a hundred different ways:
“He knows better.”
“She’s been through orientation.”
“This should be common sense.”
And yet… the same shortcut shows up again.
If that’s ever left you frustrated or wondering what you’re missing, just know that I have, too. And I’ve sat across from leaders in construction trailers, manufacturing plants, and boardrooms asking the same thing.
Common sense isn’t all that common. And that’s not a character flaw. It’s more of a cultural reality.
What we think of as “common sense” is usually just what we know. It’s our habits, our lived experiences, and the lessons we’ve had a chance to absorb. Expecting everyone to see things the same way, especially around safety, can quietly set us up to miss the mark.
Why People Take Risks (Even When They Know the Rules)
In my book The Ascent, I share a couple of tools that have helped me and others make sense of this disconnect.
1. The Behavior Triangle
Strong performance needs three things:
- Knowledge: Knowing what’s expected
- Skills: Having a chance to practice it
- Desire: Choosing to do it, even when no one’s looking
That last one, desire, is where most of us get stuck. And to be fair, building desire takes more than policy. It takes leadership.
2. The ABCs of Behavior
Behavior isn’t random. It follows a pattern:
- Activator: What triggers the choice
- Behavior: What someone does
- Consequence: What they expect to happen
If someone thinks the consequence of wearing safety glasses is fogged-up vision and discomfort, and they believe the risk of injury is low, it makes sense why they might skip them. It’s not about carelessness. It’s about calculus.
I’ve had to learn that lesson the hard way. More than once.
A Real Story That Shifted My Thinking
I once worked with a guy who couldn’t find a pair of safety glasses that fit right. They either slid down his nose or squeezed the sides of his head. I brought him pair after pair, probably a dozen different styles, until he found one that felt right.
At the end, he made sure to let me know: “Nobody’s ever taken this much interest in helping me feel comfortable.”
This story isn’t really about the glasses. It is about how people need to be seen.
When we slow down and actually solve the small stuff, it builds the kind of trust that creates ownership and accountability.
The Trap of “They Should Know Better”
When we assume people know better, it can lead us down some unhelpful roads:
- More retraining (even when that’s not the issue)
- Discipline that discourages rather than develops
- A focus on blame instead of understanding
- A culture where people stop speaking up
I’ve made those mistakes too. It’s easy to fall into reaction mode when you’re short on time and long on pressure.
But I’ve also seen what happens when we slow down, ask questions, and get curious. The shift is real.
What’s Helped Me (and Others) Lead Differently
These are the things I’ve seen really work:
- Start with a question, not a rule:
“What’s getting in your way?”
“How can we make this safer and easier?” - Notice the culture, not just the individual:
If shortcutting is normal, even your best people will follow suit. - Make space for desire, not just compliance:
When people feel genuinely cared for, they tend to care more in return.
Three Small Shifts That Make a Big Difference
- Track what’s going right
When we recognize safe actions, people start repeating them. - Be specific with praise
“I saw you double-check that harness. That kind of habit protects everyone.”
- Pause before correcting
Ask, “What made this the better choice in the moment?” and really listen.
One Final Thought
Common sense isn’t something people show up with. It’s something they build, day by day, in the culture you create.
I don’t have all the answers. But I’ve seen what’s possible when leaders lead with curiosity, consistency, and care.
Don’t assume they know. Don’t assume they know better. Help them feel supported to do better.
Lead the Climb.
Steve
About Steve Tusa
Steve Tusa works with leaders who carry real responsibility: responsibility for people, performance, and the decisions that shape both.
Based in Phoenix, Arizona, Steve has spent more than three decades leading and advising construction, manufacturing, and industrial organizations in building resilient safety cultures and strong cultures of accountability. His work is rooted in field experience, not theory.
Through the SHIELD™ framework, Steve helps leadership teams move from reactive safety management to proactive safety leadership. His focus is simple: create clarity, build trust, and strengthen daily behaviors so that people go home safe and businesses grow stronger.
Steve is the author of The Ascent and regularly speaks to executive teams who want practical strategies (not slogans) to improve safety culture and operational performance.
When he’s not working with clients, you’ll find him investing time in his family, mentoring leaders, or reminding teams that culture isn’t built in conference rooms, but in the 1:1 moments that matter most. Want to connect with Steve? Book a call today!
