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My Leadership Profile
Noticing what's happening inside you — before it starts affecting the work.
What I bring
My pressure pattern
My growth edge
What I'm protecting
My Response Pattern
A practical decision-making sequence for high-pressure moments.
Where I'm strong
When a block goes sideways I steady the crew fast and move us to action. I read the ground and the workflow, strip it to the next clear step, and line out roles so people and gear are not idle. I also tend to pull a quick takeaway at the tailgate or on the drive, even if it is informal.
Where I skip
When time is burning I jump from problem to orders. I do not always pause to name the goal or check with the person closest to the work. I sometimes forget to say what changed, so parts of the crew keep running the old plan.
My reset move
Ten second pause. Breathe, say the goal out loud, ask one grounding question to the person on the ground, then set the next move.
What I'd do differently next time
When something goes sideways on the block:
- Call a two minute huddle at the cache or truck, say what changed, and name the goal now production, safety, or both
- Ask the lead hand or most experienced planter what they are seeing and what they can commit to in the next hour
- Redraw quick boundaries and confirm radios, haul-out, and hazards so no one drifts
- Set simple roles for the next push, who scouts, who resets lines, who runs gear, who checks quality, and confirm return time
- Close the loop after the push with a short debrief and one takeaway before we roll
My Influence Map
How leaders build crews that are self-directed — not dependent.
What I'm modelling
Where I'm creating dependency
What I want the crew to pick up
One thing I'm changing
What I'm building toward
My Communication Guide
The communication habits that make people more willing to speak up, stay engaged, and follow through.
How I currently communicate
Where it works
Where it costs me
Three things I'm practicing
What I'm listening for
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 plan is simple, the standard is steady, and people speak up before small stuff turns big. My job is to set that tone at tailgate, keep the pace sane, and back the crew when they make a good call in the block.
What I believe about leading people
I believe clear plans and steady follow through beat heroic saves.
I believe people work harder when they understand the why behind a call, not just the what.
I believe small signals show up early if I make space to hear them.
I believe calm leadership keeps the crew moving when the day turns rough.
I think straight talk with respect is the fastest way to fix problems.
How I operate
I open the day with a tight tailgate that covers the objective, hazards, and first moves.
I explain the reason behind the plan so folks have context when things shift.
I ask someone to replay the plan and call one risk before we roll.
I keep meetings short, start with what matters, and finish with first steps.
I deal with conflict the same day and in private, then get us back to work.
I say it out loud when conditions are ugly and make a small adjustment to reset.
I close the day with a quick check for tomorrow so nothing festers.
What I'm building
I move quick and like to solve problems, but that can crowd out other voices. I am practicing slowing my delivery, asking a question before I give an answer, and waiting long enough for a real response. I am building a habit of showing my reasoning so newer hands pick it up faster. The aim is a crew that handles more on their own without me hovering.
My season commitment
This season I will ask for a read back and one risk at every morning tailgate before we leave the trucks.
My Leadership Playbook — an extensive operational reference
Container Building
I start the season with a real crew talk about how we want to work together, not a policy dump. We set a few plain agreements: speak up early, keep radio traffic clean, look out for each other, and call time if something feels wrong. I check in with new folks in week one to make sure the standard is clear. If we drift, I name it in the morning and reset without drama.
My habits
- Hold a start of season crew talk and set 2 to 3 simple agreements we can remember
- Write the agreements on the whiteboard in the truck and point to them the first week
- One on one check with each new hire in week one about expectations and radios
- Do a quick reset talk in the morning if the crew drifts from the agreements
How I know it's working
People raise small concerns early, radio calls are crisp, and new hands settle in within the first week.
Instructions and Plans
When I give instructions I keep it simple and say why the plan matters. Before we split, I ask someone to replay the plan and the reason so I know it landed. I always ask what might trip us up and wait for a real answer. I make it clear that stopping the job to call something in is expected.
My habits
- State the objective and the why before details
- Ask for a read back from one crew member at tailgate
- Ask for one risk to the plan and how we will handle it
- Say out loud that stop work and call is the standard if something looks off
How I know it's working
Crew members start flagging issues and adjusting without me prompting, and mid day changes take fewer radio calls.
Running Meetings
I keep meetings short. I open with what we are trying to get done and why it matters today. I ask specific questions to pull in real input, then I end with clear first moves by name. If someone cannot tell me their first move, we are not done.
My habits
- Start with the objective, not an agenda list
- Ask one pointed question like what could bite us today
- Do less talking, ask first, then add what is missing
- Close with first steps and who is doing what
How I know it's working
People come ready with observations, and we close faster because the plan is understood.
Preventing Issues
I slow the tailgate enough to show concerns matter more than speed. I pause the hazard assessment and invite adds, then wait. At the end of the day I run a short check for anything that could spill into tomorrow.
My habits
- Take an extra minute at tailgate and watch for hesitation
- Ask who wants to add to the hazard assessment, then wait 10 seconds
- Run a two question end of day check: what went off, what do we need for tomorrow
- Capture tomorrow items on the board so they are not forgotten
How I know it's working
Issues surface in the morning or at closeout, not mid block, and repeats drop off.
Dispute Resolution
I handle conflict fast and off to the side. I hear both people, name what I observed and how it affects the work, and agree on the next step. I shut down blame and steer us back to the job.
My habits
- Pull people aside the same day and listen to each one
- Describe the behaviour and impact in plain terms
- Agree on a clear next step and check it the next shift
- Keep it short and private, then reset the tone with the crew
How I know it's working
Tension drops, people work side by side again, and I do not hear it come up on the radios.
Dealing with Upset Conditions
When weather, terrain, or production turns rough, I call it out so people know I see it. I look for a small but real adjustment like a proper break, a shift to a different piece of the block, or a tweak to spacing. I watch energy and chatter and do not push through pretending it is fine.
My habits
- Name the rough condition out loud and acknowledge the grind
- Pick one adjustment to reset momentum, break or plan tweak
- Watch chatter and body language as signals
- Do not move on until the rhythm returns
How I know it's working
The talk comes back, pace smooths out, and mistakes drop.
Skill Development
This season I am testing better questions in meetings and tracking if they pull real input. I am trying a proper start of season crew talk to set agreements together. I am practicing explaining my reasoning so newer folks learn the pattern faster.
My habits
- Use a standing question in meetings and note if it gets real answers
- Run the start of season conversation and write down the agreements
- Explain why I am making a call, not just the call itself
- Review at the end of each week what worked and what did not, and adjust
How I know it's working
Newer crew start making sound calls without asking, and meetings feel like a two way conversation.
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