Too Much of a Good Thing: A Lesson in Safety Management

I have a confession: I love Taco Bell. Always have, always will. Growing up, I remember when burritos were 69 cents and a Burrito Supreme was 99 cents. To this day, I can’t walk away with just one item. It’s usually three, four, maybe even five.

At first, that first taco or burrito is amazing. The second one? Still good. But by the third, it’s not as satisfying. And by the fourth or fifth, I’m handing food off to my kids—or saving it for later (though Taco Bell doesn’t really keep well). What started as a treat quickly turns into diminishing returns.

That’s the Too Much of a Good Thing Effect (TMGT). Yes, that’s the actual name, and it perfectly describes what happens when something positive, taken to excess, turns negative.

From Taco Bell to Aristotle

The concept isn’t new. Aristotle taught that strengths exercised without moderation lead to negative outcomes. More recently, research has shown this applies to leadership traits as well. Take humility, for example:

• The right amount of leader humility inspires healthy pride, confidence, and motivation in followers.

• But too much humility leads to entitlement and disengagement—followers begin to feel overly important and may neglect their responsibilities.

  
  

It’s a fascinating reminder that even the best qualities, when overdone, can backfire.

The TMGT Effect in Safety Management

So how does this apply to safety management?

Many of us in this field are passionate about what we do. We’re great at identifying hazards, assessing risks, and implementing controls. Sometimes, we’re so good—and so eager—that we take on everything ourselves.

Here’s the problem: when we do too much, we unintentionally discourage others from participating. Department managers—chief pilots, directors of maintenance, supervisors—may think, “They’ve got this. I don’t need to be involved.”

But a Safety Management System (SMS) isn’t our system. It’s the organization’s system. It requires participation from all departments. If we’re doing everything, we may actually undermine the shared responsibility that makes SMS effective.

Two Key Areas Where This Shows Up

1. Safety Objectives

Safety managers often drive objectives because we see the data and know what could move the needle. But objectives should originate with department managers. They are the experts in their areas. Our role is to provide data, evidence, and guidance—while encouraging them to define and own their objectives.

2. Safety Performance Indicators (SPIs)

We know what should be measured. But the most meaningful measures come from those closest to the work. Department managers know which risk controls keep them up at night. They should be the ones deciding what needs to be monitored. Our job is to coach, not dictate.

The Moral of the Story

Passion for safety is a good thing. But too much of a good thing can leave others disengaged. To build a healthy safety culture, we must resist the urge to do it all ourselves. Instead, we need to inspire participation:

• Share the “why” behind risk controls.

• Coach managers on how to monitor performance.

• Empower them to take ownership of objectives.

  
  

Think of it like patching a crack in a dam. You wouldn’t just patch it and walk away—you’d keep checking to make sure the patch holds. In the same way, managers need to monitor their own controls. They know the risks best.

As safety professionals, our role isn’t to shoulder everything, but to create space for others to lead within their areas. That’s how we avoid the TMGT effect and build an engaged, resilient safety culture.

And if you’re wondering—yes, I’ll still order five items at Taco Bell. But I’ll remember the lesson: sometimes, too much of a good thing isn’t so good after all.