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My Leadership Profile
Noticing what's happening inside you — before it starts affecting the work.
What I bring
I run a consistent operation: same start time, same standards, same follow-through every day. When something goes sideways I deal with it and move on, I do not carry grudges into the next day. Planters know what to expect from me and that steadiness keeps the crew grounded, especially when the block or weather gets messy. It feels like just doing the job, but it counts more than I usually give it credit for.
My pressure pattern
Repeated mistakes are my trigger, if I have shown something twice and it is still not landing I start guessing it is attitude. That is when I get quieter and more transactional: less asking, more telling, my tone gets clipped and decisions get faster with less input. Fatigue stacks it, end of a long stretch, bad weather, behind on numbers, and feeling like I am the only one paying attention. The early signal is I stop asking questions and just correct, the crew can feel that shift and I can come off unapproachable without noticing it.
My growth edge
Catching it in real time instead of after the plot fails. I want to stay curious longer when someone keeps missing their talls, figure out what is actually going on before I decide it is attitude. Have the direct conversation earlier about what improvement needs to look like and by when, so it is not me getting frustrated in private while nothing changes on the ground. Build a clear process for when someone is not improving, not just addressing it twice then waiting and hoping.
What I'm protecting
Sleep is a capacity issue for me, below a certain point my patience drops and my judgment gets worse. In camp the habit that helps is getting out of the common area after dinner, even one hour where I am not managing anything. When I protect that time the next day goes better, I am more useful to the crew. I need to treat that as part of the job, not optional.
My Response Pattern
A practical decision-making sequence for high-pressure moments.
Where I'm strong
I stay calm when things go sideways, and I can get people moving quickly once I see the path. In that ankle twist situation I assessed fast, shuffled the work, and kept the block from stalling even with the foreman due to check in. I also tend to pick apart what happened on the drive back and pull a lesson, even if I do not make it formal.
Where I skip
When the pressure is on I jump straight from problem to action. I did not slow down to name the goal, or ask for input from the injured planter or my most experienced hand. I skipped a quick crew regroup, so a couple of folks worked off guesses, one planter doubled back past the boundary, and we burned about twenty minutes. I also missed saying anything that showed I saw what the crew was feeling.
My reset move
Pause before I start talking. Ten seconds to ask myself what I am actually trying to accomplish, production, the person, or both, then decide who needs a say. If I catch that beat, I respond better.
What I'd do differently next time
When something goes sideways on the block:
- Name the goal before I start directing, am I solving for production, for the person, or both
- Ask the injured planter what she thinks she can do and what would help, instead of deciding for her
- Check with my most experienced planter on how to redistribute the work before I commit
- Take thirty seconds to regroup the crew, explain what happened and the new plan, confirm boundaries so nobody doubles back
- Use a simple injury protocol or decision tree so the assessment and placement are automatic and I can focus on the crew
My Influence Map
How leaders build crews that are self-directed — not dependent.
What I'm modelling
I keep my pace steady and my voice level when a plan falls apart. I try not to react visibly when something goes wrong. I show up on time and ready, I do not make excuses when I mess up, and I deal with problems directly. I take the work seriously and the crew sees that. I stay out of the complaining spiral about things we cannot control. I am direct, people know where they stand, and I have worked on saying things clearly without being dismissive. When I am tired I sometimes speed up and give short answers, which signals that something is off and people start timing when to bring me stuff. My tailgates are functional but not always clear, and the crew reads that too.
Where I'm creating dependency
When the pace drops or I see something off on the block, I jump in and fix it or tell someone exactly what to do. It is fast and it works, and it also trains people to wait for me. A couple of planters who can problem-solve now check with me first, and I created that. I correct on the spot instead of asking what they think should change. I also pay more attention to problems than to good work. I notice strong work in my head, but I do not always say it out loud, which means the loudest signals from me are about what is wrong. When I look rattled or rushed, people hold back on raising issues until I have dealt with the fire in front of me, which sometimes makes me the last to hear what I should have heard earlier.
What I want the crew to pick up
- Showing up on time and ready, every day.
- Owning mistakes without excuses.
- Dealing with problems directly and early, flagging issues before they get bigger.
- Helping a struggling planter without being asked.
- Choosing calm under pressure, being frustrated and still functional.
- Not complaining about what we cannot control.
One thing I'm changing
When a planter brings me a problem, I will ask what they think first and then add only what is missing, even when I can see the solution faster than I can explain it. When I catch something off while moving through the block, I will ask what they would do differently before I correct it.
What I'm building toward
A crew that flags issues early, sorts most problems on the block without me, and stays steady when plans change.
My Communication Guide
The communication habits that make people more willing to speak up, stay engaged, and follow through.
How I currently communicate
I move fast toward assessment and action. When someone brings a concern I am already sorting it while they talk: is it a real problem or not, what do we do. I ask clarifying questions like when did this start, who is involved, what have you tried. Those are useful, but they are diagnostic, not curious. I focus on understanding the situation more than the person. I share the what more than the why when I roll out a plan. I invite input mainly when I am unsure and I lean on my experienced planters then, but it is not consistent. When I feel impatient I cut in or redirect toward the fix.
Where it works
It works when time is tight on the block and the crew needs clear direction. Safety calls, dealing with logistics, getting production moving again, those moments benefit from direct questions and quick decisions. Clarifying questions help me triage issues and assign resources without dragging the day.
Where it costs me
It costs me in conflict and performance conversations. I get to the solution before the person feels heard, then they disengage or the problem comes back because I missed what was driving it. I have had pushback mid block because I did not share the context behind a decision. When someone brings a concern about another crew member I start planning what to do about that person before I understand what the first person experienced. When I cut in I sometimes miss the detail that would have changed my read, and I end up correcting after the fact. A clear example was dividing a section last season: my reasoning was sound and accepted, but I skipped acknowledging that it felt unfair and the planter checked out for a couple days.
Three things I'm practicing
- Ask what they think is going on before I share my read or offer a fix
- Say one sentence that names how it landed for them before I explain the rationale or next step
- Let them finish: if I want to jump in, wait two breaths, then ask one follow up question
What I'm listening for
When someone stops being tense and starts actually talking. Shoulders drop, answers get longer, and the edge comes out of their voice. That is my signal the conversation is working and I can move to the plan without leaving them behind.
Leadership Field Guide
Your own leadership system — designed by you, for the crew you actually run.
My Leadership Theory — a short personal manifesto
A crew runs best when the objective is clear, the questions are real, and people feel safe to speak up before we move out. My job is to set that tone at tailgate and hold it through the season by slowing down when it matters, explaining the why, and resetting the crew quickly when something is off.
What I believe about leading people
I believe asking a real question and waiting beats blasting through a briefing every time.
I believe explaining the why builds independent problem-solvers who do not need me standing over them.
I believe rushing the morning tells the crew that speed matters more than concerns, and that is the wrong message.
I believe conflict should be handled fast and in private so the rest of the crew can stay focused on the work.
I think small adjustments on rough days make a big difference, and the crew can feel it right away.
How I operate
I open meetings with the objective so everyone knows what we are trying to accomplish.
I ask what is one thing that could go wrong and I wait for a real answer.
I end with first steps, and if someone cannot tell me their first move, we are not done.
I do a read-back at the end of tailgate so I know the plan actually landed.
I explain the why behind instructions, especially for newer crew who do not have the context yet.
I slow down the morning and ask before closing the hazard assessment if anyone wants to add anything.
I run a quick end-of-day check-in to surface what we should know about tomorrow.
I start the season with a proper crew conversation and I check in with new hires in week one.
I deal with conflict fast and in private, name the impact, and move on.
I call out rough conditions early and make one small change to reset momentum while I watch the crew’s energy.
What I'm building
I move plans along quickly, so I am building the habit of staying in the conversation longer and drawing out real input with better questions. I am practicing explaining my reasoning out loud, not just the decision, so newer planters understand the context and can adapt mid-block. I am setting a stronger start-of-season container by asking what the crew needs instead of just listing my expectations. The goal is a crew that speaks up early and solves problems without waiting for me.
My season commitment
This season I will run a proper start-of-season crew conversation that asks what people need, not just what I expect.
My Leadership Playbook — an extensive operational reference
Container Building
Before the season kicks off I hold a real crew conversation instead of a one-way briefing. I ask what people need from me and from each other to have a good season, then I keep it simple and clear. When a morning feels off, I name it, keep it short, reset the standard, and move on. I check in with new hires in their first week to make sure they understand what we are about before habits set in.
My habits
- Hold a start-of-season crew conversation and ask what people need to have a good season
- Name it early in a morning meeting when something is off, reset, and move on
- Check in with new hires in week one to confirm they understand what we are about
- Keep agreements simple so they are easy to remember and use in the field
How I know it's working
The crew resets quickly when something is off and we move on without drama. New hires can explain what our crew is about in their own words by the end of week one.
Instructions and Plans
When I give instructions I explain the why, not just the what, so the crew has the context to problem-solve when the plan changes mid-block. I do a read-back at the end of tailgate by asking someone to replay the plan and the reasoning. Before we start I ask if anyone sees a problem with the approach and I make it normal to call that out. I keep it quick but real.
My habits
- Explain the why behind every plan before deployment
- Do a read-back at the end of tailgate, ask someone to replay the plan and the reasoning
- Ask if anyone sees a problem with the approach before work starts, and wait
- Make it normal to stop and call something in if it does not look right
How I know it's working
People flag issues before we roll and they start adapting on their own when conditions change. Mid-block changes take less back-and-forth because the objective and reasoning are understood.
Running Meetings
I keep meetings short and start with the objective, not a rundown of topics. I ask what is one thing that could go wrong instead of any questions to get real input. We end with first steps and I confirm someone’s first move before we close. If they cannot tell me, we are not done yet.
My habits
- Open with the objective so people know why it matters today
- Ask what is one thing that could go wrong to draw out real input
- Do less talking, ask first, tell second
- End with first steps, confirm someone’s first move before closing
How I know it's working
People offer real risks and observations without prompting, and they can name their first step at the end. Meetings close faster because the plan is actually understood.
Preventing Issues
I slow down the morning tailgate so I am not signaling that speed matters more than concerns. Before I close the hazard assessment I ask if anyone wants to add anything and I treat it as a real question. I run a quick, low pressure end-of-day check-in to catch anything we should know about tomorrow so small issues do not carry over.
My habits
- Slow the tailgate down so pace matches the importance of concerns
- Ask before closing the hazard assessment if anyone wants to add anything, and wait
- Run a short end-of-day check-in: anything we should know about tomorrow
- Keep it routine and low pressure so small things surface early
How I know it's working
Issues show up at tailgate or in the end-of-day check-in instead of mid-block. The crew treats the check-ins as useful, not a formality.
Dispute Resolution
I deal with conflict fast and in private, not in front of the crew. I name what I am seeing and how it is affecting the work without making it personal, then ask what we are going to do about it. I shut down blame early and redirect to figuring out what happened and fixing it. Then we move on.
My habits
- Address conflict the same day and in private
- Hear both sides briefly before deciding what we do about it
- Name the issue in observable terms and state the impact on the work
- Shut down blame and redirect to the fix
How I know it's working
The tension drops and people go back to working normally. If it still feels heavy, I am not done.
Dealing with Upset Conditions
When conditions are rough I call it out early so people know I see what they see. I look for one small adjustment that resets momentum, like a proper break, a tweak to the plan, or moving to a different block. I want the crew to see that I am paying attention and willing to adapt. I watch the energy and do not pretend everything is fine.
My habits
- Name the rough day out loud so it does not fester
- Make one small change to reset momentum, a break, a plan tweak, or a different block
- Show I am paying attention and willing to adapt
- Watch the energy, if people stay quiet something is still wrong
How I know it's working
The talking and rhythm come back. If the crew stays quiet, we are not through it yet.
Skill Development
This season I am testing better meeting questions and watching whether they pull real input. I am doing a proper start-of-season conversation to invite the crew’s input on what they need. I am practicing explaining my reasoning, not just the decision, especially for newer crew who do not have the context yet. I am starting next week, not next season.
My habits
- Run meetings that start with the objective and include what is one thing that could go wrong
- End meetings and tailgates with clear first steps
- Hold a start-of-season crew conversation that asks what people need
- Explain my reasoning out loud, especially with newer crew, and start next week
How I know it's working
People give real answers to the meeting questions and can state their first steps. Newer crew start making solid on-the-spot decisions that show they understand the why.
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