What makes mining operations truly successful – is it technology, geology, or something less tangible? Increasingly, the answer lies in leadership in mining. While technical expertise and sound investment are vital, the way leaders build teams, nurture culture, and prioritise safety often determines whether a mine thrives or struggles.
We recently spoke about this topic with Paul Huet, CEO of Americas Gold and Silver, and he discussed with us his career journey from janitor to CEO and the lessons he has learned along the way. His story is a compelling case study of how leadership in mining shapes culture, drives performance, and ensures resilience during challenging times. Drawing on his insights, this article explores the people aspects of mining: mentorship, safety, efficiency, and recognition.
Leadership in Mining: Lessons from Experience
Leadership in mining often stems from lived experience. Many of the most respected leaders have spent years on site, gaining credibility with their teams. For Huet, starting in an entry-level role gave him perspective on the challenges faced by crews. By progressing through drilling, blasting, and supervisory roles before becoming a general manager and later CEO, he developed an instinctive understanding of mining operations.
Strong leaders in mining demonstrate:
- Credibility: They understand the day-to-day realities of mining work.
- Resilience: They know the industry is tough and requires persistence.
- Empathy: They value every role in the operation, from miners to engineers.
- Decisiveness: They make difficult choices, from changing teams to adopting new methods.
This reinforces why leadership in mining cannot be separated from people. A technically skilled leader who fails to inspire or care for employees will struggle to deliver sustainable results.
Mentorship in Mining and Talent Development
Mentorship in mining plays a key role in developing the next generation. Huet’s career changed direction when Kinross Gold offered to sponsor his engineering studies while continuing to pay his salary. That investment not only shaped his trajectory but created long-term value for the industry.
Today, Huet seeks to “pay it forward” by supporting promising employees, offering training opportunities, and creating clear succession plans. He notes that the sector faces a shrinking talent pool, with fewer young professionals entering mining. Mentorship in mining therefore, becomes more than personal development – it is an industry-wide necessity.
Practical steps companies can take include:
- Identifying high-potential employees early and providing pathways to leadership.
- Funding further education or professional training for technical staff.
- Establishing structured mentorship programmes linking senior leaders with juniors.
- Embedding succession planning into business strategy.
Mentorship not only develops skills but also strengthens retention. Employees who see a future for themselves are more likely to remain loyal in a competitive talent market.
Mining Culture: Safety and Efficiency
A strong mining culture underpins both safety and performance. Huet’s view is clear: the safest months are always the most productive. Mines that take shortcuts or ignore hazards may see short-term gains, but long-term sustainability requires embedding safety into culture.
Leadership in mining plays a decisive role in creating this culture. For example, Huet personally calls employees after any accident to check on their wellbeing and learn what could be done differently. Such gestures may appear small but demonstrate care from the top, building trust and accountability.
Key elements of a positive mining culture include:
- Safety-first systems: Standard operating procedures that are consistently applied.
- Visible leadership: Leaders spending time underground or on site, not just in offices.
- Open communication: Encouraging employees to speak up about risks or inefficiencies.
- Shared responsibility: Making safety and efficiency everyone’s priority, not just management’s.
External research also shows that companies with strong safety cultures report higher efficiency and lower turnover. This aligns with Huet’s experience that culture, safety, and productivity are inseparable.
Recognising and Rewarding Employees
Recognition is a cornerstone of leadership in mining. While financial bonuses are valuable, different employees are motivated in different ways. For miners at the face, performance-based pay linked to safety is effective. For engineers or geologists, opportunities for development or share options may be more meaningful.
Examples of effective recognition strategies include:
- Performance bonuses: Linking pay to both safety and productivity.
- Equity and ownership: Offering shares to align employees with company success.
- Training and development: Investing in employees’ professional growth.
- Direct communication: Leadership personally acknowledging contributions or checking on welfare.
Recognition builds loyalty and creates a workforce that is motivated to contribute to long-term goals. Leaders who fail to acknowledge contributions risk disengagement and higher turnover.
Building the Right Team
“Get the right team” is a mantra Huet repeated throughout his career. Whether turning around Klondex, Corora, or Americas Gold and Silver, success began with aligning people. The wrong team can derail even the best technical plan.
Leadership in mining requires making difficult personnel decisions, sometimes removing individuals who are not aligned with company values or objectives. Equally, it involves motivating talented employees to stay, even when other opportunities are available.
For executives, this highlights why leadership appointments are among the most critical decisions in mining companies. Recruitment is not simply about filling roles but ensuring the right cultural and operational fit. The ability to assemble, retain, and inspire strong teams is perhaps the most powerful aspect of leadership in mining.
Summary
Mining companies operate in demanding environments, where success depends as much on people as it does on geology or capital. Leadership in mining is the differentiator: the ability to inspire, mentor, protect, and reward employees while driving efficiency and performance.
The insights shared by Paul Huet reinforce several key points:
- Mentorship in mining is essential to build the next generation of leaders.
- A strong mining culture links safety with productivity.
- Recognition and rewards must be tailored to motivate different roles.
- Building the right team is the foundation of operational success.
Ultimately, leadership in mining is not just about directing strategy. It is about creating a culture where people feel valued, safe, and motivated to perform. For executives and decision-makers, the lesson is clear: invest in people, and performance will follow.
At Mining International, we partner with mining companies worldwide to help them build strong leadership teams. If you’d like to learn more about how effective leadership in mining can shape your organisation’s success, explore our case studies or get in touch with us directly.
