Captive Workers? Let’s Talk, Chris

An Open Letter to Chris Ellison: Insights from a Future Leadership Expert on Why Autonomy Beats Captivity

Dear Chris,

How have you been?

I read about you in the news today, and I thought I’d reach out. With headlines like "Chris Ellison wants his employees held ‘captive all day long’," I can imagine you might feel a bit uneasy. So, I’m writing from a place of compassion—and with some unsolicited advice, if you don’t mind.

First, I’m sorry to hear you feel it’s necessary to ‘keep people captive’ to maintain productivity and financial gains at your company. You mentioned that “The Industry Can’t Afford It,” and I’m curious—what’s driving this belief? Is it external pressure from shareholders? Or is it a matter of principle, feeling that employees should spend all their contracted hours in the office since that’s what they’re paid for?

I mean, a short coffee break and some fresh air wouldn’t really lead to the downfall of Mineral Resources, right?

Of course, I’m sure you didn’t mean “captive” literally. I believe you come from a place of positive intent. Your journey from the son of a pig farmer in rural New Zealand to where you are today is nothing short of impressive. Your story is one of hard work, resilience, and determination—qualities that have undoubtedly shaped your work ethic and your views on productivity.

But here’s the thing: while your approach has clearly worked for you, it might be creating a blind spot.

Some might label you a “dinosaur,” but I see your views as rooted in decades of experience and shaped by a management style that has long been dominant. You’ve seen people rewarded for long hours with promotions, status, and financial success. So why change something that’s worked so well? Why fix it if it ain't broken?

The truth, Chris, is that it is broken, and it does need fixing.

There are more effective ways to boost productivity at Mineral Resources while also enhancing other critical factors like employee retention, reduced sick leave, and fostering innovation. You understand that improving these areas will directly impact your bottom line.

Here’s the crucial part: Your people need autonomy.

I’m sure you’re aware of the research showing that high levels of autonomy lead to greater productivity, especially for knowledge workers. High-performing organizations create environments where people can do their best work, feel valued, and enjoy a healthy work-life balance—goals that align with what you’ve described on your company’s website.

Innovation, output, and results aren’t tied to hours spent in the office. In fact, research shows that breaks are essential for productivity, and a hybrid work model can spur innovation. I suspect you’re not at your desk five days a week yourself, and I’m sure you take a break when you need to. So what’s stopping you from building a workplace that’s autonomous, flexible, and results-driven?

I’ve worked with many CEOs who face similar dilemmas. Sometimes it seems the more successful the CEO, the more they empose the industrial model that worked for them, but that doesn’t necessarily work for everyone else. This can create a blind spot.

As a Future of Work advisor, I respect that your approach worked for you, but it is my job to challenge the idea that it’s the best way forward.

Maybe you’ve already tried offering more flexibility, perhaps after the pandemic, and found it didn’t work. But often, when I dig deeper, I find that a lack of trust and engagement within company culture is the real issue. The more you restrict autonomy, the more people disengage, leading to a vicious cycle.

Autonomy is a balance of freedom and responsibility. You can’t give one without the other. When freedom is low, responsibility tends to be low too, reinforcing the belief that people can’t be trusted with more freedom.

This sentiment is common in organizations that are slow to evolve. (Have you read Tribal Leadership? It offers some valuable insights!)

To be honest, discouraging coffee breaks feels like a step too far—it’s disappointing it had to come to this.

Let’s address the elephant in the room: You’re a 67-year-old white male in a position of power, privileged by leadership, financial wealth, and network. There’s nothing wrong with that, and you’ve worked hard for everything you’ve achieved. But for those who aren’t as privileged—essentially the majority of the world—we ask for a bit of understanding. What worked for you doesn’t work for most, including much of your staff.

For example, I’m sure your wife handled family responsibilities, allowing you to be in the office early. It’s easy to forget that some are juggling other obligations.

I checked out your career page, which states: “We’re committed to growing a safe, inclusive, and high-performing workforce by investing in programs and initiatives that benefit the well-being of our people.” I’m concerned because headlines, even out of context, stick in people’s minds—especially those of your current and future talent.

Chris, do you want my advice on how to work around your blind spot while leveraging your expertise for the company’s future success?

Create a more diverse board of advisors with people from different backgrounds.

Appoint a Chief of Staff with a proven record in People and Culture to lead the vision for workplace design for the next generation while ensuring your business expertise is integrated.

Implement data-driven decision-making and trust your CHRO to translate organizational strategy into people strategies. Have their back, even if you do not 100% agree.

Lastly, I’ll leave you with one question: What kind of workplace would you wish for your grandchildren?

Warmly,

Angelique