A Delicate Balance: Right-Sizing Ego in OEHS
By Ed Rutkowski
June 8, 2026—OEHS professionals are constantly communicating with workers, community members, and company leaders. As Abby Holovach suggested during an educational session on June 3 at AIHA Connect, these kinds of interactions are where the impacts of ego—both positive and negative—typically manifest. OEHS professionals with outsized egos, for example, might dismiss feedback that doesn’t support their understanding of a hazard or become defensive when their employer brings in a consultant. The danger, Holovach said, is that ego-distorted priorities will lead to unethical decision-making.
Holovach, an OEHS consultant, defined ego as the story we tell ourselves about who we are. “When that narrative gets challenged, that’s when we get into sticky situations,” Holovach said. “Which one is more important to protect: our ego, or our ethics?”
The warning signs of a disruptively large ego include appeals to one’s own experience and expertise, which betray a greater concern with credentials than with facts. OEHS professionals with big egos can be defensive when receiving feedback from technicians or contractors. They might try to micromanage safety processes to maintain their authority or shift blame for incidents from systems to workers. An excessive focus on proving compliance at the expense of reducing risk can also stem from too much ego. So can the hero complex, the urge to save the day instead of working as part of a team.
Weak egos are also problematic, Holovach explained. They reveal themselves in a reluctance to admit mistakes or adapt to new information. Either way, Holovach said, “Ego pushes us to protect our reputation more than the truth.” By defending ourselves and our decisions at all costs, we risk losing the trust of coworkers, management, and the people we’re supposed to protect, Holovach said.
The key is to find the middle ground. People with a healthy ego exhibit confidence rooted in competence, not arrogance rooted in insecurity. They acknowledge their limits and invite collaboration; they don’t treat vulnerability as weakness or reject feedback. They are anchored in purpose, not image, and motivated by doing what’s right, instead of appearing to be right.
To control ego, Holovach advised her audience to be vigilant against the impulse to micromanage and to fend off feelings of superiority. “You are not your achievements,” Holovach said. “They’re important, but they don’t define who you are.” She recommended a framework for ethical decision-making rooted in self-reflection. Pause before acting, Holovach said, to acknowledge your motivations and understand who will be affected. Are the actions you’re contemplating driven by your ego or your values? If you aren’t sure, ask a peer: another perspective can help you see the truth. Ultimately, the goal is to act with integrity and in ways that support people and contribute to a culture of safety.
“Ethical leadership comes from self-awareness, reflection, and continuous learning,” Holovach said. “Those are all attainable for everybody in this room.”
Ed Rutkowski is editor in chief of The Synergist.