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My Leadership Profile
Noticing what's happening inside you — before it starts affecting the work.
What I bring
I like to test a plan fast before we sink time into it. I run quick checks in the block, take the read, and adjust without fuss. That habit keeps us from doubling down on a bad call. I am steady about finding what is true, not defending what I hoped would work.
My pressure pattern
When a situation feels like a test of me, I tighten up and get short. I fire off quick directions and stop asking the simple questions that would clear the air. I push to prove I can muscle through, and I skip a clean check of the facts. I usually notice it after the pace has already sped up and my patience has thinned.
My growth edge
Treat the tough moments as a test of the plan, not my worth. Pause long enough to run one clear check and ask one straight question before deciding. Catch the shift in my tone sooner and reset it so people can actually talk to me. I will be proud when I can do that in real time, not just in hindsight.
What I'm protecting
My capacity is not something to test to failure. I need real pauses during long stretches so my read stays sharp and my calls land well. Food, water, and a short reset are not extras, they are part of how I lead safely. When I protect that, the crew gets a steadier version of me.
My Response Pattern
A practical decision-making sequence for high-pressure moments.
Where I'm strong
In that testing situation on the block I stayed steady, named what was at risk, and kept the crew moving while I looked for a safe way forward. I am good at turning confusion into a simple next step and getting people back on task without a lot of talk.
Where I skip
When things feel urgent I go from problem to action. In that test I did not slow down to ask for other reads from the folks closest to the work, and I did not pause to make sure everyone knew the goal of what we were trying to prove.
My reset move
Take ten seconds before I start directing: ask what am I trying to achieve with this test, who has the best information right now, and what can wait. A short pause keeps me from solving the wrong problem fast.
What I'd do differently next time
When something goes sideways on the block:
- State the goal in plain words before moving: what are we testing for, safety, production, or both
- Confirm roles on the radio: who is lead, who is watching boundaries, who is on standby
- Ask one person closest to the issue for their read before I decide
- Set a two-minute checkpoint to regroup after the first push and adjust if needed
- Close with a quick tailgate debrief so we capture what the test showed and what changes
My Influence Map
How leaders build crews that are self-directed — not dependent.
What I'm modelling
I solve problems by testing in the field. I try a small fix on the block, check results, and adjust fast so the day keeps moving. I keep my words short and clear on the radio, focus on what I can control, and I do not make a big deal out of mistakes. I pay attention to what is working right now instead of arguing theory.
Where I'm creating dependency
Because I like to jump in and test solutions myself, I can end up taking the tool out of someone’s hand and doing it. That gets us moving in the moment, but it also teaches people to wait for me before they try something. I also answer too quickly when asked for help, which can shut down their thinking.
What I want the crew to pick up
That small, safe tests beat long debates. That bringing a problem with two options is better than just a problem. That noticing what is working and repeating it saves time. That calm, clear updates help everyone adapt.
One thing I'm changing
When someone brings me an issue, I ask what they have already tried and what they want to test next, then I back them to run it while I watch from the side.
What I'm building toward
A crew that runs simple tests on the block, shares what works, and fixes most problems before they reach me.
My Communication Guide
The communication habits that make people more willing to speak up, stay engaged, and follow through.
How I currently communicate
I see communication as more than trading info. I use it to shape how the crew works. I try to be clear and plain, say what good looks like, and keep it tight in the field. When I explain a plan or a change, I try to add the why so the standard sticks. When time is tight I default to giving clear direction and getting us moving.
Where it works
It lands best in safety talks, setting up the day, and anytime the crew needs a steady call. It keeps us aligned on behaviour and standards and cuts down on confusion. On fast-moving days it helps us make ground without spinning our wheels.
Where it costs me
When someone brings a frustration or a disagreement, I can jump to shaping behaviour and solutions too fast. The person can feel brushed past and I miss what they actually experienced. In disagreements between crew members, I focus on what should happen next and skip understanding what already happened.
Three things I'm practicing
- Ask what they are seeing or feeling in one sentence before I talk about fixes
- Repeat back the key point I heard, then add my plan or reason in one short line
- Pause for two beats when I feel the urge to interrupt or redirect
What I'm listening for
Clear signs I actually understood them: a simple yes, a correction, or more detail. I am also listening for the shift from tight or guarded to steady, and for questions about the plan that show they are with me.
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 plain and the approach and plan are lined out. My job is to keep instructions and plans clear and steady on block, especially when things get bumpy.
What I believe about leading people
I believe clear instructions and plans beat guesswork.
I believe starting with the objective keeps the crew aligned.
I believe meetings should be clear, useful, and two-way.
I believe issues surface faster when the plan is simple to follow.
I think modern leadership in the bush is mostly about clarity and consistency.
How I operate
I start with the objective, then the approach, then the instructions and plan.
I keep plans simple and tied to the day and the block.
I point the crew back to the objective when conditions get rough.
I run meetings as a clean walk-through of the approach and plan, not a ramble.
I handle disagreement by returning to the objective and the plan we set.
I focus my skill development on how I set instructions, plans, and meeting flow.
What I'm building
I am leaning into skill development around instructions and plans and how I run meetings so they are clearer and more two-way. I am moving from just stating the plan to anchoring us on objective and approach so the plan lands cleaner. I am trying small in-season tweaks and seeing what actually helps the crew track faster. The aim is less noise, more alignment when the day shifts.
My season commitment
This season I start every briefing with objective, approach, instructions and plan, in that order.
My Leadership Playbook — an extensive operational reference
Container Building
I set the container by putting the objective and the approach on the table at the start. I keep it short and plain so people know how we work together before habits set in. I hold the same frame through the first week so it sticks.
My habits
- State the objective up front
- Name the approach we are taking
- Keep instructions and plans simple and consistent
- Repeat the same frame through week one
How I know it's working
People talk about the objective and the approach during the day and make choices that line up with them.
Instructions and Plans
I use instructions and plans as my main tool. I make sure the plan lines up with the objective and the approach. I keep steps clear and tied to the block and the day so the crew can move without clutter.
My habits
- Open with the objective
- State the approach before steps
- Lay out the instructions and plan in plain steps
- Keep it tight so we can get moving
How I know it's working
Work starts clean and people move on the same plan without side tracks.
Running Meetings
I run meetings like a clear plan tied to the objective. I keep it useful and leave room for questions so it is not a one-way dump. I close with what matters today so the crew leaves aligned.
My habits
- Start with the objective, not a long agenda
- Walk the approach, then the instructions and plan
- Keep the time tight and the language simple
- Leave space for questions so it stays two-way
How I know it's working
People track fast and we leave with the same picture of the day.
Preventing Issues
I prevent issues by getting instructions and plans clear up front. When the objective and approach are plain, small problems show early instead of mid-block. I keep plans simple so people can spot a drift and call it.
My habits
- State the objective early
- Keep the plan simple enough to follow under pressure
- Check the plan against the objective before we start
- Reset the plan if it drifts from the objective
How I know it's working
Concerns come up before work starts and we fix small things before they grow.
Dispute Resolution
When there is disagreement I bring it back to the objective and the plan. I keep it short and focused on what we are doing next so we can move. I avoid getting stuck on who is right and return to the work.
My habits
- Pause the work briefly
- Restate the objective
- Point back to the plan we set
- Make the call and move on
How I know it's working
The crew gets back to work on the same plan and the tension drops off.
Dealing with Upset Conditions
When conditions are rough I anchor us on the objective and adjust the plan. I simplify instructions so people can focus on the next piece of work. I keep the tone steady and the plan clear so we can regain momentum.
My habits
- Say the objective again so it is front and center
- Simplify the plan for the next chunk of work
- Keep meetings tight and focused on what is next
- Watch whether the plan is holding or needs a small change
How I know it's working
Momentum returns and the normal chatter and rhythm come back on site.
Skill Development
I am focusing my skill development on instructions and plans and on meeting flow. I am trying small experiments during the season and keeping what works. I pay attention to how fast the plan lands and what helps the crew track it.
My habits
- Test different ways of stating the objective
- Try a simpler plan format for briefings
- Note what helps the crew track faster
- Keep one small change per week
How I know it's working
Plans land faster and questions get sharper instead of longer.
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