By Ntombi Mazibuko, Head of SHEQ: SPM
Leading on-site is not about titles or checklists. It is about the presence, decisions and actions that shape how work happens and how people experience their day. In high-risk, high-pressure environments like those we operate in at SPM, the role of a site leader is pivotal. It carries responsibility not only for timelines and targets, but also for the safety, trust and morale of the team. A great site leader does not simply manage the plan. They bring it to life in a way that is structured, responsive and deeply human.
At SPM, we have come to understand that the best site leaders are grounded in five core capabilities. These include a clear commitment to safety, the ability to lead and adapt to people’s needs, operational planning expertise, decision-making that invites contribution, and an authentic presence that people can trust. While these may sound straightforward, they require ongoing practice and support. The strongest leaders develop these qualities in tandem and put them into action daily, even when no one is watching.
Safety is always the starting point. Strong leaders model safety through their visibility, their questions and their actions. They know the procedures, but more importantly, they engage their teams in applying them. They listen to concerns, act on near misses and encourage accountability without fear. When teams see leaders take safety seriously—consistently and calmly—they begin to hold one another to the same standard. It becomes how we work, not what we are told to do.
The human side of leadership is equally important. Sites are comprised of people with diverse skills, experiences, and temperaments. Leadership that adapts to those differences, that checks in regularly, that takes the time to listen, makes a measurable difference. At most of our operations, site leaders begin each morning with a short huddle. It is not about control. It is about connection. The team uses that time to share updates, raise concerns and acknowledge good work. As a result, communication is stronger, people step up for one another, and minor issues are addressed early. This kind of people-focused leadership builds loyalty and confidence.
Technical skill matters too. Our site leaders must understand scheduling, sequencing, budgeting and resource planning. They must be able to anticipate challenges, make quick decisions and keep the plan moving without compromising safety or quality. The best leaders use their plans as living tools. They consult with their teams, test assumptions and adapt timelines when necessary. This kind of operational clarity removes confusion, improves coordination and helps every crew member understand how their work contributes to the bigger picture.
Good leaders do not need to have all the answers. What they need is the confidence to bring others into the conversation. When site teams are invited to share their views, offer input or raise red flags, they become active participants in problem-solving. This improves the quality of decisions and builds shared responsibility for outcomes. At SPM, we have seen how creating space for team insight strengthens trust, surfaces valuable ideas and helps avoid operational blind spots.
The final quality we see in strong site leaders is a quiet, authentic presence. This is the kind of leadership that does not rely on authority but earns respect through consistency, integrity and a calm focus on doing the right thing. Leaders who act with transparency and communicate openly in uncertain situations send a strong message: that integrity takes precedence over convenience. This level of consistency builds credibility and trust not only with teams, but also with clients, auditors and stakeholders.
When these qualities come together, something powerful happens. Teams feel seen. They know what is expected of them and why. They take initiative because they know they will be heard. They speak up because they know they will be supported. The leader is not someone who gives orders; they are someone who inspires others. The leader is someone who builds a culture where people can thrive and deliver their best work.
This approach to leadership is not accidental. At SPM, we have made it a priority to develop site leadership through structured training, peer learning and real-time coaching. Our safety leadership workshops focus on practical scenarios, feedback techniques and reinforcing standards on the ground. Peer circles provide site leaders with the opportunity to learn from one another’s challenges and solutions. Mentorship programmes allow experienced leaders to support those taking on new responsibilities. We consistently gather feedback from teams and clients to understand how our leadership is perceived in the field.
Research shows that companies with strong on-site leadership see significantly lower incident rates, faster project delivery, and higher workforce engagement. Effective leadership in operational environments correlates directly with improved safety outcomes and lower operational costs. Studies also confirm that when frontline workers are supported by leaders who listen, involve, and respect them, overall productivity and team cohesion increase.
We also track the impact of leadership. Safety culture surveys, project outcomes, team engagement levels, and incident reports all help us measure how leadership is showing up across sites. Where we see gaps, we support improvement. Where we see strength, we invest in sharing those practices more widely. This commitment to measurement and feedback helps us ensure that leadership remains not only a value but a real contributor to performance and safety.
Consider a scenario where a high-voltage maintenance project faces delays because of late material deliveries. In this situation, a strong site leader might bring the team together to assess the impact and invite suggestions for how to stay on track. By reorganising teams, adjusting the sequencing of tasks and making full use of available resources, the team could maintain momentum despite the disruption. The outcome would not only preserve progress but also strengthen team morale and ownership. Leadership that adopts this approach fosters trust and enhances capability throughout the site.
Looking ahead, we are deepening our investment in site leadership. This includes more frequent coaching, digital tools to support real-time decision-making and career development tracks that position site leadership as a respected and strategic path within the company. Our goal is to recognise that leadership on site is not an entry point. It is a professional destination that requires experience, skill and emotional intelligence.
Being a site leader is one of the most complex and rewarding roles in our business. It calls for focus under pressure, empathy in tough conversations and an unwavering commitment to safe and excellent work. When it is done well, everyone feels the impact—clients, communities, employees and the company itself.
This level of leadership shapes more than just project outcomes. It builds lasting trust and resilience throughout every aspect of our operations. Site leaders set the standard for how we work together, respond to challenges, and uphold the values that define us. Their dedication ensures that safety, respect, and excellence are not just goals but everyday realities, creating a foundation for success that benefits everyone involved.