Tom always seems to find a better way of doing things. Take the way he cuts his grass, for example. Like most riding lawn mowers, Tom's has a discharge chute where the grass clippings exit the deck as he mows. Sometimes he lets the grass grow too long, and the clippings that exit the deck pile up, leaving the yard full of clumps that then have to be raked up. Since he doesn't like raking, he rigged up a string so that he could pull the hinged chute up and out of the way of the exiting clippings, letting them spray further out and evenly instead of clumping up. He realizes the chute serves a purpose, which is to deflect any rocks he might run over accidentally so that they don't go flying, potentially hitting someone. But he never raises the chute when there's anyone around, minimizing the risk.
Tom is a phlebotomist. The needles he uses to draw blood samples also have a safety feature. It conceals the contaminated sharp after removing it from the patient so he and those who handle medical waste aren't accidentally exposed to bloodborne pathogens. Tom finds the safety feature gets in the way of his draws, though, so he rips them off his needles before using them. He knows they serve a purpose, which is to prevent accidental needlesticks, but he makes sure he immediately discards the needle into a sharps container, minimizing the risk.
There are no laws that say Tom can't cut his grass with the discharge chute lifted out of the way. If he chooses to disable a safety feature on his mower, the consequences are his to deal with and his alone. If he hurts someone or breaks a window, it's all on him.
At work, however, there are policies, if not laws, that say Tom can't disable the safety features on the equipment he uses. The consequences are not his alone. If he gets stuck by a contaminated needle, his family also suffers. If his employer is inspected, they risk fines and citations. Tom simply cannot be allowed to take his cavalier approach to safety to work with him.
Every manager has someone like Tom on staff. They modify well-established procedures, convinced they have a better way. But they don't have a better way; they only have a different way.
The mere manager lets the staff suffer their own consequences for doing things differently, subjecting their employer to consequences as well. The empowered manager provides staff with the consequences up front for doing things differently, protecting their employee and employer.
Mere managers should stay home and cut their grass.