By Arjen de Bruin, Group CEO at OIM Consulting
In mining, the goals are clear: safety, productivity, profitability.
Leadership spends countless hours developing strategies, aligning KPIs and ensuring plans are in place to keep the business moving forward. But on the ground, where boots hit rock, what’s planned often gets lost in translation.
Too often, there’s a disconnect between what mining companies prioritise and what workers actually need to perform. Not because leadership doesn’t care but because the messages, methods and mindsets aren’t always aligned.
Perception becomes reality
One of the most persistent misconceptions in mining is that those at the top are disconnected from the realities of those at the coalface. Workers believe executives are sitting comfortably in air-conditioned offices while they carry the physical and emotional load underground. At the same time, management often believes their strategic plans and safety protocols are being cascaded and embraced – when, in fact, they’re being misinterpreted or ignored.
We’ve seen it time and again: operations that preach safety, yet send mixed messages by rewarding production at all costs. Companies that list “integrity” as a value, but fail to create a culture where workers feel heard or respected. When the message isn’t consistent, workers stop believing it. And when belief falters, so does performance.
What many leaders overlook is that operational success hinges on behavioural alignment. Workers don’t need slogans and speeches; they need clarity, consistency and a supervisor who can lead. And not just administratively, but relationally.
Supervisors are often promoted based on technical skill, then handed compliance checklists and told to “manage the team.” They’re not supported to grow as leaders – and without that, they can’t build the trust or discipline required to influence performance. They either retreat into silence, or overcorrect into command-and-control.
That’s why our work at OIM starts at the frontline. We coach supervisors in planning, people management and problem-solving – helping them set clear expectations and then lead their teams to meet them. When a supervisor is capable and confident, they become the bridge between strategic intent and day-to-day execution.
Don’t lower the bar – clear the path
There’s a misconception that focusing on workers’ needs means compromising on performance. In our experience, it’s the opposite. When workers feel seen, respected and supported, they deliver more – not less. But their needs are practical, not indulgent: clear communication, tools that work, fair treatment and leaders who listen.
It’s why we champion structured communication channels that enable honest, two-way feedback. Not a dusty suggestion box, but real-time engagement between supervisors and teams. It’s why we reject the top-down compliance trap in favour of a culture where people understand not just what’s expected, but why it matters and how their work contributes to the bigger picture.
Alignment doesn’t mean agreement. It means shared commitment.
No one expects every worker to agree with every decision. But if we want sustainable performance, there must be shared understanding. That means leadership being transparent about constraints – like shareholder pressure or community expectations – and teams having a voice in how work gets done.
Mining companies don’t need to choose between people and performance. In fact, people are the performance. The sooner we stop treating them as separate, the sooner we unlock the full value of both.
