Being an excellent “do-er” doesn’t necessarily make someone a good manager or leader of other “do-ers,” and this is particularly true in the environmental drilling industry. Often, our leaders develop over a long career in drilling, starting in the field and climbing the career ladder through hard work and experience. But the skills required for drilling are entirely different than the skills required for organizational management, so how can our leaders transform field experience into leadership?
If we can answer the question successfully, we can improve our workforce retention and grow the next generation of senior drillers. Here are three strategies for growing the next set of leaders.