“It’s over, the mine’s closing – we’re out of here.”
These were the words I heard on January 21st, 2009, at 0749 when my husband called me from work. Three months later, nearly 2,000 people who worked at BHP’s Ravensthorpe nickel mine were out of a job, including my husband. We were halfway through building our home there …
This is the time when I truly realised how important it was to deal with emotions—and to decide which ones will serve us best to move forward as leaders.
Why Emotions Matter in Mining Leadership
When a mine closes, leaders carry a unique responsibility. Not only are you navigating your own family’s uncertainty—you’re also supporting crews who may be anxious, angry, or fearful about their futures. In mining, where safety and production depend on team trust, the way leaders manage their own emotions sets the tone for everyone else.
All emotions have a purpose. Anger may push us into action. Fear can keep us alert to danger. Gratitude and optimism help us create opportunities, even in difficult times. As leaders, the challenge is not to “switch emotions off” but to choose which ones to lean into—and which ones to release—so we can lead with clarity.
Leadership Lessons from a Mine Closure
Channel emotions productively. Just as a boiling pot needs a release valve, leaders need ways to acknowledge and express frustration, anger, or sadness—without letting it spill destructively into teams.
Choose your inputs carefully. Negative stories spread quickly around a site town. The leaders who stay grounded are those who screen what they absorb, and intentionally focus on what builds resilience and possibility.
Reframe the challenge. Ask yourself: What is this problem not? When you reframe, it reduces overwhelm and helps you see the opportunity hidden in the disruption.
A Personal Turning Point
Following that memorable call, I experienced first-hand the impact of selectively choosing my emotions. I could dwell on the unfairness—or I could focus on building something new. On the days I chose to focus forward, my energy, conversations, and results reflected it. On the days I absorbed everyone else’s fears, progress slowed.
That lesson has stayed with me, and it’s one I share with every mining leader I coach: your thoughts create your feelings, and your feelings shape the actions you take.
As an Operational Leader during and after Covid, working on Rio Tinto’s Gudai-Darri and then the Greater Hope Downs mine sites, I reflected often on our residential experience at Hopetoun. When we, as leaders, are aware of our emotions, and those of our teams, we are better equipped to navigate any changes required.
The Leadership Challenge for You
If you’re leading through closure, transition, or organisational change in mining right now, ask yourself:
Which emotions are serving me?
Which emotions are draining me?
What thoughts do I need to hold on to, so I can lead with strength for myself and my crew?
Mining can be tough on people. But with intentional leadership, you can help yourself and your team not only survive a closure—but move forward with resilience and purpose.
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