Maynard Hebert Addresses Mechanic Turnover Crisis in Mining

The mining and heavy equipment industries are grappling with a significant turnover crisis among skilled mechanics and tradespeople, resulting in substantial financial losses for companies. This ongoing issue not only disrupts operations but also costs firms millions in recruitment and training efforts. While many in the sector have long regarded high turnover as an unavoidable expense, veteran consultant Maynard Hebert contends that this problem is both solvable and fundamentally misunderstood. His new handbook, titled “Onward, Buttercups! A layman’s guide to building a stable mechanic crew,” presents practical solutions emphasizing the human element in retention.

Hebert, who has over 30 years of experience on the mine site and shop floor, highlights a critical mistake made by mine managers: viewing mechanics as replaceable components rather than essential assets. “They’ll pour millions into equipment but ignore the people keeping that iron alive,” Hebert states. He emphasizes that while discussions often center around key performance indicators (KPIs) and equipment uptime, there is frequently a lack of focus on critical factors such as employee morale, mentorship, and burnout.

Mechanics, according to Hebert, often leave not due to the challenges of the work itself but because they feel undervalued or unheard. He notes that when crews are subjected to poor planning, disconnected leadership, and constant night shifts, high turnover becomes a predictable outcome. “The sites that keep their people are the ones where leadership spends time in the shop, knows their crew by name, and fixes processes instead of just blaming people,” he explains.

Redefining Leadership in the Mining Sector

Hebert’s book title, “Onward, Buttercups!”, reflects his approach to leadership during challenging times. The phrase originated as a motivational call during difficult job conditions, serving as a reminder that teamwork and resilience are paramount. Heberts’ philosophy is straightforward: effective leadership transcends titles and policies; it hinges on genuine human connection, trust, and respect.

“Too many managers attempt to solve human issues with spreadsheets and policies,” Hebert says. He believes that the industry does not need another theoretical management manual but rather a practical guide that resonates with those on the ground. His aim is to provide a resource that maintenance supervisors and managers can easily understand and implement, fostering a culture of collaboration and respect.

Hebert argues that the misconception surrounding turnover as a technical issue obscures the reality that it is fundamentally a human one. “You can have the best maintenance plan and the newest equipment, but if people don’t feel respected or included, they’ll walk,” he asserts. He proposes that the key to retention lies not in budget allocations but in rebuilding trust between leadership and employees.

Practical Strategies for Frontline Supervisors

The handbook is specifically designed for new frontline maintenance supervisors who often face the daunting task of managing a crew with minimal guidance. Hebert aims to equip them with practical tools to establish a stable and productive team from day one. He outlines common pitfalls for new managers, such as attempting to be either overly friendly or excessively authoritative.

Among the strategies Hebert highlights are the “10-minute morning check-in” to set expectations and tone for the day, and the “3-minute correction” method to address mistakes without harming morale. He also emphasizes the importance of demonstrating fairness and consistency, even in high-pressure situations.

Hebert’s insights are drawn from decades of firsthand experience in various mine sites, where he learned the importance of leading with empathy and understanding. His ultimate goal is to help new leaders bypass the common challenges and foster a team dynamic that encourages trust, collaboration, and productivity.

For senior mining executives who may view high turnover as an inevitable consequence of the industry, Hebert has a vital message: turnover is not merely a cost of doing business; it is a clear indication of inadequate leadership. He stresses that mechanics do not typically leave due to the demands of the work but rather because they feel like expendable resources. “Retention isn’t about pay — it’s about purpose,” he asserts. When employees feel valued and trusted, they are more likely to invest their efforts in the company’s success.

Hebert’s work, including both “Onward, Buttercups!” and his broader initiatives, emphasizes that workplace culture is not a trivial concern but a critical performance driver. “A stable, loyal crew isn’t luck — it’s the result of consistent leadership habits: listening, fairness, mentorship, and genuine communication,” he explains.

By adopting Hebert’s human-centric approach, companies can not only reduce turnover but also enhance overall performance. His message is clear: successful retention strategies stem from a deep understanding of the workforce, rather than merely implementing policies or increasing budgets.

To discover more about Hebert’s work and access additional resources, visit https://www.maynardhebert.com/.