Estás liderando un equipo geológico. ¿Cómo puede empoderar a los miembros más jóvenes para que sobresalgan en sus tareas?

One thing I appreciated coming in to the industry was being able to plan holes within my first year. I had wanted to do it for my last year of school and finally being able to do it was incredibly exciting for me. That really helped me engage with the work. Everyone is going to be different and have different motivations. Find out what your Junior Geologist is excited to do and give them a chance to do it! The intrinsic motivation to excel will be there if they are doing something they are excited to do.

Let them work under your supervision for limited time and give some assignments. Deploy them in field to learn and get skills including experience to face the situations . Send them to do special job and ask to make decision independently as they build there confidence to win the situation, that will be your credit because you make him eligible to make a right decision in tough condition with good confidence. If he learn about will and confidence from you, he will always be a good winner because of your support.

I find the role of a mentor and coach to be invaluable in the first three years of a geologist's career. A mentor is there to provide career advice and support, helping the trainee geologist to figure out what pathway do they really want to follow. A coach provides on-the-job training, helping them better their technical geology skills. Sometimes a mentor may coach and a coach may mentor as needed. Finding the right geology mentor and coach is equally important since both are skills and require experience. Having mentored and coached many geologists, I can also attest to constantly learning from them myself as they too bring fresh perspectives to the workplace.

O estímulo técnico para que os jovens criem confiança é primordial, pois uma interpretação geológica consistente perdura por anos, a mesma interpretação feita por um geólogo hj deve ser feita por outro geólogo amanhã, sendo assim a capacidade de descrição e interpretação das rochas devem ser feitas de maneira que sejam imutáveis, as características devem ser descritas de maneira que a mecânica e a interpretacao geotécnica sejam as mesmas durante todo o período de estudo do material, pois as rochas são infinitas e nossos projetos não.

Throw them in the water and watch how they swim. Step in case of risk of drowning. Treat them exactly as you want to be treated in a decade from now. Hope for reciprocity.

Siempre es importante darle la confianza a los jóvenes , todos pasamos por esas etapas . La confianza generará que el el personal joven se comprometa y de los mejor de sin, esto como equipo es sumamente positivo y generarla los tan añorados logros grupales .

A culture where the senior members or colleagues make themselves intentionally accessible and available to the junior geologists should be encouraged. On the part of the juniors, they must be humble and have the requisite desire to learn and the courage to ask even the silliest of questions. The seniors need to be kind, patient and encouraging. There needs to be an honest desire to help and to nurture. The juniors need to also learn to become and take up responsibilities quickly and to try out new things and be innovative. Both parties need to be adaptable and to change there positions when necessary but sadly, these qualities are hardly ever found in any one human being and the culture today almost never encourages the development...

As a leader of a geological team, empowering junior members to excel in their tasks is crucial for the success of the project. Here are some strategies you can employ to support and empower your junior team members: 1. Provide clear guidance and expectations: - Clearly communicate the objectives, timelines, and expected deliverables for the tasks assigned to junior team members. - Ensure that they understand the scope of their work and how it fits into the overall project goals. - Encourage them to ask questions and seek clarification if they are unsure about any aspects of the assignment.

Excellent assessment. A graduated Geologist will feel completely overwhelmed when entering the "real world". It will be incredibly important to get your senior Geologists on board with the role of mentoring a Geologist straight from University. Most of them would rather just get on with the job so teaching a new recruit will be last on their list. The company needs to acknowledge that this will increase the work load and extra hours spent on the job. The solution may include the appointment of one or two extra senior Geologists or an incentive for the senior Geologist. But the "powers that be" need to understand that it will benefit the company in a significant way - especially in the long term.

Mentorship is a great way to guide the younger workforce. That said, we have to be intentional about not micromanaging. Through close interactions and mentorship we have to identify and enable the competent folks. We have to be intentional about not enabling the incompetent as it can lead to bad outcomes.

It's really important to create an environment where team members feel comfortable speaking up—whether it's sharing ideas, concerns, or asking questions. By encouraging open conversations, give them the space to contribute without worrying about being judged. This not only helps catch potential issues early but also makes them feel like part of the team. When people feel heard, they're more likely to take ownership of their work and get more involved, which leads to both personal growth and overall team success.

I think it is the same as for all field scientists . Walk the talk is the game here . Once field scientist really overwhelmed from the field data, you have to train / mentor / advice how they should prioritize the things in the field . Communication and Prior designed strategy are also basic stuff .

I would say that open and clear information sharing can always create a space to share junior/senior member's thoughts in the open forum and can build more confidence internally to face the tasks/queries/challenges by the team-mates. This will lead everyone in the team to understand the need of the hour and even one's strength to adopt them in appropriate place/project/position. Thanks.

Exactly. More the better. But communications to be made and received in constructive mode. Proper open communications correct lots of wrong and hidden perspectives.

The most important aspect is the Culture of the company. The sentiment that each staff member is an important part of the company is essential. This will already set the stage for newly appointed staff members to ask questions and voice their opinions. There is obviously the danger that some individuals are very opionated and may undermine the validity of this system. So it will be important for managers to explain the culture, goals and objectives of the company to those individuals. And that the success of the company depends on teamwork, commitment and to often agree with the team as a whole (which may be contrary to the person's point of view).

Creating a culture where team members feel comfortable sharing ideas, feedback, and concerns ensures that junior geologists feel heard. Regular check-ins and team meetings foster transparency and give them a voice in decision-making processes, helping them feel more integral to the team.

In my engagements, I shared with my team the fact that two geologists can always differ or better put that, there exist many school of thoughts, one thing is clear, fundamentals are always the same. Therefore I take junior colleagues through basic fundamentals and thereafter exemplify it by field display.

Geology is nothing if not by fieldwork. Theories are to be practiced and tested. Hard physical fieldwork coupled with keen observation will generate questions which existing and future theories can answer.

Junior geologists thrive when given real-world responsibilities. Allow them to lead small projects, participate in field surveys, and even present findings. Fieldwork, lab analysis, and report writing are essential to growing their expertise. Practical tasks enhance their technical skills and build confidence.

We have to give them tasks and challenges. How they perform will determine and separate those who will get bigger responsibilities and those who will need more efforts to gain some confidence. Those who perform well should get couching on decision making. Set the expectations right so that they know that failing is not the end of the world. What matters is how we approach failure and emerge out of it stronger and more determined to succeed.

Provide hands-on training, mentorship, and feedback; encourage analytical thinking, collaboration, and continuous learning for junior team empowerment.

Continuous Learning...The Key to Staying Ahead In today’s fast-paced world, continuous learning is essential. For me, this journey includes networking, reading, taking courses, and listening to industry leaders. Networking allows me to exchange insights and stay current on trends. Reading diverse topics—from leadership to technology—broadens my perspective. Online courses from platforms like Coursera enhance my skills and keep my expertise sharp. Finally, webinars and podcasts are valuable. Continuous learning requires dedication, but the rewards are endless. It keeps me sharp, adaptable, and ready to meet the future head-on. Embracing every opportunity to learn, we can all remain at the forefront of our industries.

It may be important for a Company to actively enhance a culture of learning and one’s self-improvement. Identify Seminars and workshops that selected staff members can attend. Provide news articles that highlights new and improved ways to assist in a better outcome. Discuss some of that information and allow staff members to express their opinions. This process will most probably identify certain "know it all" individuals. It is important for a manager to have a seperate discussion with that individual highlighting the Ethos, objectives and outcomes that the Company strive for and that includes teamwork and the ability to support the teams decision.

Geology is ever-evolving, so encouraging continuous education—whether through workshops, courses, or access to the latest research—helps keep the team at the forefront of industry trends. This also shows juniors that growth is valued within the organization.

Assigning meaningful tasks gives junior members a sense of ownership. When they’re entrusted with significant projects, they are likely to rise to the challenge. Gradually increasing responsibility will enhance their decision-making and leadership skills.

Bonus pay is a fantastic way to incentivize junior geologists to take on more responsibility. The bonus should reflect the amount of accountability. If the employee performs, they deserve the extra pay check.

The best feedback a junior employee can receive is a bonus. This reinforces the good behavior and performance on tasks. Additionally, it incentivizes the employee working harder on future projects because they know there is monetary reciprocity.

Cultivate a feedback-rich environment where constructive criticism and praise are part of daily interactions. Ensure feedback is timely, specific, and actionable. This not only helps junior members improve but also fosters a growth mindset, where learning from mistakes is encouraged.