Addressing Mechanic Turnover: Maynard Hebert’s Call for Change

The mining and heavy equipment sectors are grappling with a significant turnover crisis among skilled mechanics and tradespeople. This persistent issue results in substantial financial losses, with companies facing millions in costs due to decreased productivity, recruitment, and training of new personnel. Veteran consultant Maynard Hebert, who has over 30 years of experience in the field, asserts that this turnover problem is solvable and that its underlying causes are often misunderstood. His new handbook, Onward, Buttercups! A Layman’s Guide to Building a Stable Mechanic Crew, addresses these challenges directly, offering practical solutions for industry leaders.

Hebert emphasizes that many mining operators have accepted high turnover rates as an unavoidable aspect of the business model. “The single biggest mistake I see mine managers make is treating mechanics like replaceable parts instead of critical assets,” he explains. According to Hebert, the focus often lies on equipment performance metrics such as KPIs and uptime, while neglecting essential human factors like morale and mentorship. He believes that mechanics tend to leave not because of the work itself, but due to a lack of recognition and support from management.

The importance of leadership engagement is a central theme in Hebert’s philosophy. He states, “When you’ve got a crew that’s constantly on night shift, dealing with poor planning, and feeling disconnected from leadership — turnover isn’t a mystery; it’s math.” He advocates for leaders to spend time in the shop, know team members personally, and resolve issues collaboratively rather than placing blame. Hebert asserts that the relationship between management and tradespeople is fundamental to operational success.

Human-Centric Leadership Solutions

The title of Hebert’s book, Onward, Buttercups!, reflects his approach to leadership in challenging situations. He recounts using the phrase on job sites to uplift spirits during difficult times. He emphasizes that leadership is about people, not just processes or policies. “The industry didn’t need another buzzword-filled leadership manual,” Hebert says. “It needed something real — something a foreman, mechanic, or supervisor could actually read on their lunch break.”

He argues that high turnover is more a reflection of leadership effectiveness than technical shortcomings. Hebert offers straightforward, human-centric solutions that management often overlooks. “Companies keep looking for technical levers — software, consultants, policies — but the solution is staring them in the face. It’s called trust,” he notes. By fostering trust, he believes companies can significantly improve retention rates.

For new frontline supervisors and managers who may feel overwhelmed with their responsibilities, Hebert’s handbook aims to provide practical tools. He explains that many rookie supervisors fall into the trap of either trying to be overly friendly or overly authoritative. His guide helps them navigate these challenges by emphasizing effective communication and proactive problem-solving.

Transforming Workplace Culture

Hebert outlines specific strategies for supervisors, such as conducting 10-minute morning check-ins to set a positive tone and using “the 3-minute correction” method for addressing mistakes without damaging morale. “It’s not theory — it’s every lesson I learned the hard way after decades in the mud, the cold, and the noise,” he reflects. His goal is to help new leaders establish trust and camaraderie from the outset, making productivity a natural outcome rather than a target to chase.

For senior mining executives who may view high turnover as an inevitable industry challenge, Hebert has a clear message: “Turnover isn’t the cost of doing business — it’s the invoice for poor leadership.” He argues that retention hinges on how employees feel valued and included within the workplace. When people perceive themselves as mere numbers, they disengage. Conversely, when they are treated with respect and given a sense of purpose, they are more likely to commit to the organization.

Hebert’s insights shift the perspective on mechanic turnover from being a mere operational expense to a critical leadership failure. His handbook serves as a vital resource for managers in blue-collar industries who are seeking to break the cycle of high turnover rates. By prioritizing a culture of stability and respect, Hebert believes organizations can cultivate loyal and productive teams.

Ultimately, Onward, Buttercups! is more than just a guide; it represents a call to action for leaders to move beyond spreadsheets and policies, and instead focus on building meaningful relationships with their teams. Hebert’s message is clear: understanding and valuing people is the most effective strategy for retention and long-term success in the mining and heavy equipment industries.

For further information on Maynard Hebert’s approach, visit https://www.maynardhebert.com/.