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Mining leadership has changed profoundly over my 45 years in the industry. Yet one challenge has proved remarkably persistent: too many operations depend on a leader stepping in to correct problems that resilient systems should have prevented. The real test of leadership is whether good decisions and disciplined work continue when that individual is no longer there.
For decades, the mining industry operated according to a predictable playbook. Leadership meant maximising raw tonnage, cutting costs and managing volatile commodity cycles. Technical expertise and operational control shaped how leaders were selected and how success was measured.
Today, mining executives must also navigate geopolitical uncertainty, environmental responsibilities, technological change and heightened social accountability. Safety, sustainability, technology and workforce diversity have broadened the leadership role. But a broader mandate does not make the fundamentals of good management any less important.
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Build discipline that survives a change in leadership
Leaders matter, but leaders come and go. What should not come and go are clear operating standards, decision rights, planning discipline and accountability when work drifts. Based on my observations, mining keeps revisiting familiar problems because too many sites rely on heroic correction instead of systems that make the right work routine.
This starts with basic management habits: communication between planners and mine managers, regular checks against the plan, and investigation of the root causes of poor performance. Explaining a missed target is not the same as understanding why it was missed or preventing it from happening again.
The same principle applies to incidents. Are lessons changing how work is done, or simply being recorded? Leaders need to listen before deciding, communicate the decision clearly and check where it is leading. Teams must also be able to raise concerns after a decision has been made. Being willing to correct courses is part of accountability.
Make safety a test of everyday decisions
The ambition of Zero Harm must be visible in operational choices. A safety commitment loses credibility if production pressure makes people reluctant to report hazards or stop unsafe work. Leaders set the standard through what they question, what they reward and what they allow to continue.
A culture that encourages honest reporting must also retain clear accountability. Understanding why something went wrong should lead to better controls and changed behaviour. Safety is no longer just a compliance requirement; it is now a core metric of leadership capability.
Earn trust beyond the mine gate
Environmental, social and governance responsibilities have widened the decisions facing mining leaders. Water use, emissions, rehabilitation and relationships with surrounding communities belong in operational and investment planning, rather than being treated as separate reporting exercises.
Securing and maintaining a social licence to operate requires ongoing engagement. Leaders need to understand community priorities, explain trade-offs and follow through on commitments. Trust depends on whether the mine’s actions match its promises, particularly when conditions become difficult.
Use technology to improve the work
Automation and digitisation are changing how mines operate. While technical knowledge remains valuable, leaders must also judge where tools such as remote operations, autonomous equipment and artificial intelligence can improve safety and performance. The investment case should begin with the operational problem to be solved.
Technology also changes people’s work. Leaders must explain the change, support employees in developing new skills and take concerns about automation seriously. As operations become more connected, cybersecurity must form part of the same discussion. Buying a system is only the beginning; making it useful requires people, processes and accountability to develop alongside it.
Create a culture where people can challenge
Mining has traditionally valued technical experience, toughness and hierarchy. Those habits can become a weakness when they discourage people from questioning a plan or sharing a different view. Diverse teams contribute most when their perspectives can influence decisions.
Empathy, active listening and collaboration are practical leadership skills. They help leaders understand what is happening on the ground and address problems earlier. Building an inclusive workplace also means acting on harassment and bullying, and making it safe for people to speak up.
The legacy is what continues
Throughout my career, I have got some things right and plenty wrong. Being transparent, learning from others and being willing to change my thinking have shaped the way I lead.
The modern mining executive carries a wider set of responsibilities, but the lasting measure of leadership is practical: safer work, decisions people understand, commitments that are honoured and standards that endure. Future leaders will be judged by the trust they build and the legacy they leave behind. That legacy must be strong enough to outlast them.
Dr Heinrich FE Jantzen is a Business Development Specialist at GIBB Mining and Power, a subsidiary of the GIBB Group. He began his mining career as a learner official 45 years ago and has worked across eighteen countries and four continents. His experience spans operational, technical, project and executive leadership roles, including Mine Manager, Project Director, Chief Operating Officer and Chief Executive Officer, as well as mining and technical advisory positions.
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