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A Culture of Collaboration: 3 Ways Amir Anderson Leads Through Change

Amir-Anderson

At AmSty's St. James facility, Amir Anderson, Senior Manager of Production, has seen it all. Over his 20-year career, he's touched nearly every department, moving from technical roles to maintenance, reliability and operations. It's this hands-on journey that has shaped his leadership style and deep understanding of how change and growth happen – both for teams and individuals.

"Some people leave for other opportunities just to get a chance to see and experience something different," said Amir. "I've been fortunate enough to do that under one roof."

He appreciates that St. James offers something unique in the industry – the chance to branch out, learn and grow.

"The sky is the limit for you, if you want it," he said. "It's there for the taking."

As St. James has experienced significant change recently, Amir has leaned on his years of diverse experience and three core principles to guide the process.

3 Steps to Navigating Change

Change, he admits, can be a "scary word," but breaking it down into clear steps makes it manageable.

"First is communication," said Amir. "What is the overall goal? What is the expected outcome? We want to make sure we have a clear and concise message that's being conveyed the proper way."

Second is identifying all those who will be impacted.

And third is involvement – bringing people into the process to address concerns and gather insights.

"Involvement allows them to take part in the process and have ownership," he said. "That helps take away the fear of the unknown. When people offer their contributions, they start to see the impact of their input."

But involvement isn't always easy, Amir acknowledges. He understands that not everyone will be eager to participate at first. That's where leadership comes in.

"For them to be actively engaged, we have to do the same," he said.

Amir makes a conscious effort to connect with both leadership and operations employees. Through listening sessions and ongoing dialogue, he ensures that input leads the way.

"These conversations can give us perspective that we may not have thought of," said Amir.

The process isn't simple or fast.

"There will be bumps in the road. There'll be disagreements and misunderstandings. But the ultimate goal has to be to get it right," he said.

"It's a long, detailed process, but it's worth it."

A Focus on People

Through it all, Amir's people-first approach remains central to his leadership.

"In operations, we depend on the good deeds and the work of a lot of people out in the field," he said. "The world of operations is not a solo act. Our success depends on those around us."

For Amir, this means never losing sight of the individuals affected by change.

Leading By Example

Amir's leadership philosophy is built on communication, involvement and a deep respect for his colleagues. Whether he's navigating change or encouraging growth, he leads by example, actively engaging with his team and listening to their perspectives.

"It's all about finding the right recipe," he says. And for Amir, getting it right means ensuring that everyone – from leadership to the field – has a voice in the process.

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