At the core of many safety management programs is often a competing priority between production and safety, which creates an untenable situation for both employees and line supervision. Too often safety is the “talk” but production is the “walk”, which results in a mixed message and frustration between employees and their supervisors. Even where employees are given formal incentives to work safely, the informal reward system may support production to the detriment of safety, effectively reinforcing that mixed message. This is a primary reason why many safety incentive systems fail. Employees and supervisors become frustrated, management loses credibility, and the next safety incentive program is likely to be doomed before it even begins.