The mining industry and metals faces significant challenges that go beyond the mere extraction of natural resources. In a context where Sustainability and decarbonization They have become urgent priorities, mining companies are trapped in traditional and obsolete operational models that hinder sustainability.
In addition, the digital transformation and the adoption of new technologies They impose a reinvention for those who occupy leadership positions in the sector.
To solve this problem, it is crucial that companies adopt a Integral reinvention. This implies developing inspiring leaders and focused on sustainability, capable of changing organizational behaviors and cultures so that decarbonization is a priority in each decision and action taken.
In addition, the adoption of new technologies and AI Applied to mining, it raises companies to companies New management model that not only requires individual changes at the level of leaders, but also a transformation into the organizational ecosystem to achieve more agile, modern and efficient processes.
This challenging scenario forces mining and metal companies to design a new talent management process based on the incorporation of new competencies (UPSKILLING) together with developing and resenting the current skills of their leaders focused on the search for continuous improvement (Reskilling).
How leadership can promote the green future in the industry
As defined by the Global Talent Innovation Initiativeof the World Economic Forum (FME), Mining and Metal Companies will need to have leaders that have certain capacities and talents to transform the industry, putting the Discarking in the center of the business.
For this, it is essential to design a model of leadership and cultural change that integrates the following aspects:
- A frame of leadership development that defines skills, mentalities and behaviors key to leaders to achieve decarbonization.
- A Evaluation tool to measure where leadership is currently within the development framework.
- Actions to transform the behaviors of leaders and organizational culture Towards a decarbonized future.
Digital transformation and its impact on leadership
Mining companies are faced with Digital transformation process involving processes automation, the incorporation of teleworking and the creation of remote operations centers.
These innovations also challenge traditional leadership forms for the emergence of new roles.
Disruptive leadership: What attributes will the leaders of the future have?
He Ideal leader of the future is the Motor for change. It undertakes genuinely with the purpose of decarbonization and digital transformation; And it includes the scope of this purpose out of the organization, with the various strategic communities and partners.
It is bold and brave, transmits and radiates the values of sustainability with clarity and coherence; while inspiring and motivates the rest of the members of the organization.
It is a creative leadership with high commitment and responsibility for the results and with a reinvention capacity.
UPSKILLING: What are the skills that disruptive leaders should acquire?
In order to face the challenges related to sustainability and digital transformation, the new leaders will need to incorporate the following skills:
- 360 ° strategic vision and analytical capacity
- Intuition, empathy and transparent communication
- Innovation, agility and digital learning
- Flexibility, dynamism and creativity
- Commitment, inclusion and sustainability
Reskilling: The path to the new disruptive leadership
Reaching these qualities and developing skills for disruptive leadership means traveling different paths and achieving different states of development and maturity.
The FEM working group defined three leadership models that represent its state of progression and maturity towards responsible leadership:
To develop responsible and disruptive leaders, industries must know in which state of development their leaders are today.
Through a self -assessment tool created by the FEM, leaders can know their position within the three leadership models or stages.
Thus, each leader can identify which behaviors need to improve to boost decarbonization and transformation from the company’s heart to the entire organization.
Corporate culture: the engine for change
Building responsible leadership implies much more than changing people’s behaviors. It requires promoting one Organizational culture that places decarbonization and digital transformation in the center; together with generating the conditions for leaders to deploy their skills and qualities.
Talent and culture teams will need to design strategies and actions to generate enthusiasm, inspire people and achieve the commitment of all levels of the organization.
From the leaders to the rest of the organization, the real transformation only occurs when there is a genuine commitment at all levels and a corporate culture that promotes the transformation from the heart of the organization out.
Source: Ambito
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