Lineworkers confront daily risks many can’t imagine – arc flashes, falls, electrocutions and more. Yet there’s a silent, insidious threat currently claiming more lives in the electric utility industry than any physical injury. We’re talking about suicide. Safety professionals dedicate their careers to mitigating risk and preventing harm, understanding that serious injuries and fatalities devastate lives and ripple through the workforce. But what if the most devastating injury of all is one largely overlooked in traditional safety programs? Industry employers already deliver traditional safety training to employees and outfit them with personal protective equipment as their last line of defense against harm. These companies aren’t waiting for a physical injury to occur before providing the necessary tools and training. It makes sense to ask, then, what’s stopping utility organizations from providing workers with tools and training to prevent self-harm? Because suicide is arguably the greatest of all personal injuries, it demands levels of training and attention that match or exceed those invested in preventing other types of physical injuries. Fortunately, we don’t need to reinvent the wheel. We simply need to extend the logic of our existing safety principles. Consider this: We wouldn’t dream of sending a brand-new apprentice up a pole with only a brief classroom explanation about how to climb it, plus a phone number to call or an app to download for climbing instructions. Yet this is often the industry’s approach to mental health. We direct employees to resources, but are we also actively training them to recognize warning signs in themselves and their peers? When is the last time we practiced our intervention skills or worked to destigmatize the act of seeking help? Just as we train utility crews to inspect every visible wire on a pole, we are also morally obligated to teach them to inspect the invisible one – what we refer to as the “fifth wire” – that connects them as human beings. Stark Stats The 2023 national suicide rate among the general population was 14.1 per 100,000, according to the U.S. Centers for Disease Control and Prevention (see www.cdc.gov/suicide/facts/data.html). Per the 2023 Annual Report on Suicide in the Military, the rate per 100,000 active service members was 35.9 for the Marine Corps, 34.8 for the Army, 22.5 for the Air Force and 21 for the Navy (see www.dspo.mil/Portals/113/2024/documents/annual_report/ARSM_CY23_final_508c.pdf). The data is even starker for those serving our industry. Among construction workers in 2022, there were over five times more suicide deaths than fatal work injuries (see www.cpwr.com/wp-content/uploads/DataBulletin-September2024.pdf); CDC data from 2021 paints an equally disturbing picture (see https://cdc.gov/mmwr/volumes/72/wr/mm7250a2.htm). These statistics are a clarion call demanding that we stop overlooking the invisible fifth wire that connects the human crews who keep our lights on. But recognizing that call alone isn’t enough. Utility safety and operations leaders must actively promote a community of belonging within their organizations, equipping the workforce with simple, practical, effective tools – just as they do for physical safety purposes. A sense of belonging is a critical driver of safety and performance in high-stakes environments like line work. According to a 2019 Harvard Business Review article, “When people feel like they belong at work, they are more productive, motivated, engaged and 3.5 times more likely to contribute to their fullest potential …” (see https://hbr.org/2019/02/the-surprising-power-of-simply-asking-coworkers-how-theyre-doing). Put simply, maintaining cohesive peer networks is a fundamental need and strategy in the war on lineworker suicide. Battle Formation: Shield, Sword and Armor Winning the war requires each of us to employ three critical items to protect ourselves from making destructive choices: the shield of vulnerability, the sword of stigma obliteration and the armor of peer networks.  The Shield of Vulnerability Lineworkers make electrical connections every day. As leaders, we must help them connect with each other. This is the basis of the Sweethearts & Heroes Fifth Wire Program, which was founded on one simple, field-tested process built for life’s realities: Circle. One of the world’s oldest human connection practices, stretching back 400,000 years, the Circle process fosters a sense of belonging and purpose among group members, establishes positive social norms, builds networks of support, and develops critical skills for personal and collective well-being. Vulnerability is encouraged in Circle, nurturing an environment in which individuals are more likely to reach out for help before they reach a crisis point. The act of being vulnerable also provides opportunities for us to share the hope we all carry with everyone else in the group. Circle is designed to build upon a group’s strengths. Sadly, however, vulnerability is often associated with weakness – and fear of appearing weak can paralyze us. Still, we overcome our struggles and build the strength we seek by finding the courage to talk about difficult topics. Winning the war on lineworker suicide requires us to acknowledge our shared humanity, to create psychologically safe environments in which it’s OK for anyone to say, “I’m not OK” – knowing their admission will be met with support, not judgment. By leading with personal stories of overcoming adversity, we inspire hope in others that they can successfully conquer their own challenges. The Sword of Stigma Obliteration Stigma isolates people in their pain. Many communities perpetuate a pervasive stigma around suicide, often reinforcing silence through cultural norms and misconceptions about weakness and resilience. Under pressure to appear “fine” or maintain a facade of strength, individuals can suffer in secrecy, fearing judgment, alienation or punishment. Modern society’s reluctance to openly address suicide not only deepens the isolation of those struggling but deprives communities of the awareness and empathy needed to foster true healing and prevention. The sword of stigma obliteration is our tool for tackling this formidable opponent, cutting through the silence and shame that allow hopelessness to fester. Engaging in open, honest conversations is the most potent way to wield it because discussion of complex subjects – especially tough ones like loss and grief – has an inoculating effect on us. When we candidly speak about an immense personal struggle, that act typically helps us and our listeners, piercing through isolation and offering a path forward. We must actively create platforms and opportunities for these conversations among utility crews with the goal of making them routine and accepted – just like any other safety briefing. The Armor of Peer Networks Finally, we must equip ourselves with the armor of peer networks and foster a culture of mutual support and shared responsibility. One crucial aspect of this is staying “left of bang,” a concept developed by Patrick Van Horne that emphasizes proactive intervention based on behavioral cues. Behavior is communication. When someone begins isolating themselves at lunchtime, giving away their tools or exhibiting sudden changes in mood – even nearly imperceptible shifts – these are warning signs. We must train the workforce to recognize and respond to these signs before “the bang” happens. Fortunately, each of us possesses a profound intuitive capacity in our connections with others, a powerful resource rooted in the subconscious mind that can be intentionally honed into a finely tuned superpower. For instance, an auxiliary nurse working in a psychiatric facility may be more adept at predicting a patient’s suicidal ideations than a skilled clinician armed with standard evaluation tools. This predictive ability is not mystical; it is developed by consistently observing an individual. Through their interactions, the nurse establishes a baseline of the patient’s nonverbal cues and mannerisms, creating a deep-seated intuitive connection – one that makes subtle, critical shifts in behavior immediately apparent. During his work with the U.S. Air Force on the Wingman-Connect suicide prevention program, Peter A. Wyman, Ph.D., director of the Network Health and Prevention Program at the University of Rochester, found that peers set the adaptive, healthy social norms for each other. That means whether it’s in the electric utility industry, among our children or in the Marine Corps, people look up to those with prestige and influence within their peer groups. Thus, we must empower these informal leaders – particularly those who have weathered their own storms – to champion mental well-being, model help-seeking behavior and actively support their colleagues. Much like Wingman-Connect, the Fifth Wire Program has repeatedly demonstrated that strong social bonds within a cohesive group mitigate suicidal ideation and depression symptoms. Circle offers a simple, action-based, lifesaving practice for crew-level check-ins, providing crew members with time and space to inspect and maintain the invisible wire that connects them. Conclusion Line work is hazardous in more ways than most people realize. Today, we are losing far too many of our brothers and sisters in the trade by their own hands. But while the challenge before us is immense, it’s not insurmountable. We can begin to turn the tide in the war on lineworker suicide by recognizing it as a grave personal injury and equipping the workforce with the mental health tools and training they need. About the Authors: Tom Murphy is founder, CEO and resident superhero of the Vermont-based Sweethearts & Heroes. Reach him at tom@sweetheartsandheroes.com or 802-309-9539. Brian McKeon is a content writer for Sweethearts & Heroes. Editor’s Note: For more on this topic, listen to a recent interview with Tom Murphy on the Utility Safety Podcast, available at https://utilitysafety.podbean.com/e/what-is-the-fifth-wire-building-a-human-safety-net-in-the-utility-sector-with-tom-murphy/.

Author’s Note: In this article – the first in a five-part series – we explore the notion of accepting 100% accountability for our safety at work, just as we do at home. This is an act of self-preservation. The hope is that management’s safety focus will overlap with our own preparation. We want as much overlap as possible. The next article will address mental preparation, which is different than mental health. It’s a targeted focus to reduce risk of serious injuries and fatalities by improving our ability to remain self-aware and vigilant. We must keep our heads in the game. When you’ve experienced as much loss as I have, safety becomes more than policy – it becomes a personal mission. During the 31 years I worked for a large utility, I witnessed more tragedy than anyone should in a lifetime. Forty-four employees died on the job, part of 87 total fatalities at the company since 1965. Those individuals were my coworkers and friends, not just statistics. Among the accidents that took their lives were vehicle crashes, falls from height, helicopter disasters over land and sea, and countless electrocutions. A major steam leak killed my entire shift and carpool partners. Some incidents are simply too painful to talk about. Most involve a person doing something that, if they could, they would choose to take back. Each loss I’ve experienced has deepened my resolve to pursue what I call “the holy grail” of safety: a way we can end preventable worksite tragedies once and for all. Serious injuries and fatalities still occur far too often despite decades of systemic improvements and process upgrades within utility organizations. As part of my ongoing journey to help the industry find a solution, I’ve closely examined Total Worker Health (TWH) – a National Institute for Occupational Safety and Health framework that integrates safety, health and wellness – and motivational interviewing (MI), a proven method of fostering lasting behavioral change. Together, these two approaches offer what traditional safety systems alone do not: a shift from compliance to personal commitment. Real change begins when people choose to work safely because they want to – not because they’re told to. Who is Responsible for Safety? Management and frontline workers share safety responsibilities. And while the “don’t blame the worker, fix the system” mindset has value, the reality is that the moment we get into our car or set foot on a jobsite, we accept the risks inherent to that system. Now, none of us would knowingly walk into certain death, which tells us we have agency. That’s important; each day, we make choices about which risks we’re willing to accept. For example, most of us trust the rules of the road yet still drive defensively because we know others can make mistakes. The same applies at work. Although management has the obligation to eliminate or mitigate hazards and design systems to fail safely, even the best systems have their limits – which is why workers must take safety ownership, too. Much as with driving, each of us must work defensively, developing awareness, discipline and personal safety rules that go beyond company policy. Frontline workers need their own safety margins and ways to stay alert because in the end, they are the ones who pay the ultimate price, not management. Keep in mind, however, that safety isn’t just about you or me; it’s also about those around us. Consider how carefully you drive with a friend’s child in the car. You naturally step up your focus. The same mindset can work on the job, and it doesn’t have to be exhausting. When my kids were little, they once stepped into a crosswalk simply because the light read “Walk.” I pulled them back, explaining, “Just because it’s legal doesn’t mean it’s safe. Always look both ways.” Over time, that next-level awareness became second nature to them. Ideally, we want to make our safety habits at work second nature, too, because minimal compliance may be insufficient for adequate protection. Closing the Gap Between Knowing and Doing Do your personal safety rules exceed your employer’s minimum standards? The truth is that many of us don’t really know how well we follow the rules. We complete our required training and annual refreshers, but we still have blind spots, gaps between where we are and where we need to be to work as safely as possible. Closing those gaps takes effort, which means many of us stop actively improving as soon as we can. Sometimes, deep down, we think safety is mostly a matter of luck. That attitude changes when the stakes are obvious and high. A World Series outfielder, a U.S. Navy SEAL or a heart surgeon doesn’t slack off – because they can’t afford to. For each of them, being focused is nonnegotiable. For us, the stakes may not look as dramatic, but the consequences can be just as final, as with the coworkers I lost. Total Worker Health: A More Complete Approach We must begin approaching our jobs with the same preparation, mindset and sense of personal responsibility that the outfielder, Navy SEAL and surgeon do. That’s where NIOSH’s TWH comes in, expanding safety beyond accident prevention. It combines safety, health and wellness into one holistic framework designed to help people thrive, not merely survive. Evidence-based and built on bedrock psychological and safety science, TWH is the foundation of an important new approach to workplace safety. Here’s a simple breakdown:

• Safety is about managing hazards – the mechanical, technical and job-specific risks. If something goes wrong here, you call a safety specialist.
• Health means being free from injury or illness. If this slips, you typically call a doctor.
• Wellness is health actively achieved through exercise, nutrition and social connections. If this dips, you might turn to a trainer, therapist, chaplain or friend.

To further explain TWH, NIOSH developed a separate hierarchy of controls for worker well-being (see www.cdc.gov/niosh/twh/php/hierarchy/index.html). The top three levels focus on organizational improvements, while the fourth and fifth target individual improvements (i.e., increasing safety knowledge and promoting safe behavior). To support these goals, I turned to MI, a method designed to help people learn and change on their own. Sparking Self-Motivated Safety Developed by psychologists William R. Miller and Stephen Rollnick, MI is a proven approach in health care used to help people change behaviors, from quitting smoking to reversing chronic illnesses. Backed by over 2,000 clinical trials, it is effective across medicine, public health and even sports. Now it’s time to bring MI into the safety world. When I trained as a board-certified health and wellness coach, MI was at the heart of the program. The health-care field believes in it so strongly that coaches using MI may soon qualify for Medicare reimbursement. While doctors treat illnesses, MI helps people make lasting lifestyle changes. The technique can help utility workers do the same. Wearing a hard hat, following checklists, learning from incidents – these are all personal choices. The decision to follow the rules is always ours. And although you can’t force someone to care about their safety, you can help them find the internal motivation to do so. That’s where MI shines, replacing the outdated carrot-and-stick model with something far more powerful: self-awareness, confidence and alignment with personal values that truly matter to the individual. It sparks personal motivation – the kind with staying power – and helps people avoid the natural resistance they feel when they’re told what to do. The Power of Honest Feedback MI works best when paired with clear, honest feedback, like a health check revealing high blood pressure or cholesterol. We need the same kind of assessment for safety: job-specific, confidential, easy to understand and rooted in real behavior. Such assessments act as mirrors, helping people see the gap between who they are and who they want to be. Honest reflection, when handled with care, is what kindles real, lasting change. Without it, MI struggles to take hold. Imagine a lineman receiving a safety psychology score that reveals measurable, objective insight into his approach to risk. That kind of clarity is about growth, not judgment. It enables the individual to be honest about their natural tendencies and creates space for change. Just as medical tests measure physical health, safety assessments should measure self-awareness and competence across safety, health and wellness. “Knowing gaps” – the differences between how we see ourselves and how we truly perform – are made painfully clear through well-done assessments. The gaps are what drive a person’s motivation to improve. Thus, MI is unlikely to work in the absence of accurate, relevant, accessible and confidential assessments. Advancing Safety to the Next Level Helping workers take true ownership of their safety may be more effective than years of traditional training. Doing so requires effort, but an easy solution has never been the goal. Safety is the goal. To move beyond the current plateau in safety performance, we must look deeper than systems, checklists and compliance. These are essential tools, but they can only take us so far. Complete consciousness of our internal mindset – where self-awareness, motivation and purpose guide the decisions that prevent tragedy – is often what’s missing. MI is a proven, practical approach that helps unlock that mindset. When paired with NIOSH’s TWH framework and grounded in honest, behavior-based assessments, we create a powerful engine for cultural change that supports people and processes. This approach isn’t about abandoning what works; it’s about completing the picture. For decades, safety professionals have searched for a way to eliminate – not just reduce – serious injuries and fatalities. That’s been the elusive holy grail. By integrating TWH and MI, we may finally be closing in on it. About the Author: Tom Cohenno, Ed.D., CSP, CUSP, HWC, is a recognized safety expert and principal of Applied Learning Science (https://appliedlearningscience.com). With deep academic and operational experience as a U.S. Navy veteran, substation chief and former utility executive, he blends real-world insight with evidence-based research to deliver practical, impactful safety solutions.