Leading Through Uncertainty (Part 2): What’s Your Style?

There’s a reason the phrase “to be railroaded” means to be coerced or forced into something against your will.^[i] The term emerged in the 1870s^[ii] from how railroads were built—running straight through whatever stood in their way, with speed and disregard for obstacles.^[iii][iv] It was about unstoppable momentum in a single direction, regardless of the impact.

Given our industry’s history and strong presence of military veterans finding meaningful work in rail,^[v][vi] it’s not surprising that command-and-control leadership became deeply embedded in our culture.

But here’s what I’ve learned after decades in this sector: the leadership style that got us here won’t keep us here.

After working with rail executives across North America, I’ve identified three leadership styles that dominate our industry. Two of them deliver short-term wins but long-term damage. One builds both results and relationships that last.

The question is: which one are you—especially during stressful times of uncertainty?

Style #1: The Hammer (Command & Control)

The Hammer gets immediate results but creates long-term damage

This leader sees every problem as a nail. Direct. Decisive. Demanding. In a crisis, they bark orders, expect immediate compliance, and measure success by speed of execution.

“Just get it done. I don’t want excuses—I want results.”

Here’s what makes this approach seductive: it works. At least initially.

When a derailment shuts down a main line, the Hammer mobilizes crews instantly. When regulatory inspectors show up unannounced, the Hammer ensures every checklist is completed. When a safety incident threatens operations, the Hammer implements new protocols overnight.

But watch what happens three months later.

The crews who jumped when the Hammer shouted? They’ve stopped reporting near-misses. Why speak up when you know you’ll get hammered for identifying problems? The safety protocols implemented overnight? They’re being followed only when supervisors are watching. The new procedures? People have found workarounds that technically comply but miss the intent entirely.

I’ve watched this leader clear a backlog in three months—and lose half their best people in six. Results are achieved, but they’re not sustained. Relationships break. And when that leader leaves, the operation often collapses because it was built on fear, not ownership.

Style #2: The People Pleaser

The People Pleaser avoids conflict but enables risk

At the opposite extreme sits the leader who desperately wants everyone to like them. They avoid difficult conversations. They soften feedback to the point of uselessness. They let performance issues slide because they don’t want to “demoralize” the team.

“I don’t want to be the bad guy. Let’s find a solution that works for everyone.”

This sounds compassionate. It’s actually dangerous.

I worked with a regional railroad where the terminal manager was beloved by everyone—and the operation was bleeding accidents. When I interviewed the track crews, they told me the same story: “He’s a great guy. He never gets on our case.”

Translation: He never holds us accountable.

The People Pleaser allowed experienced crew members to skip required safety briefings because “they already know this stuff.” They permitted shortcuts in maintenance procedures because “we’re understaffed and doing our best.” They accepted excuses for incomplete documentation because “these guys are working hard enough already.”

Every one of those concessions felt kind in the moment. Every one created risk.

Here’s the hard truth: when you avoid necessary conflict, you enable unnecessary risk.

The People Pleaser creates an organization where everyone is comfortable but no one is challenged. Where mediocrity becomes acceptable because excellence would require uncomfortable conversations. Where the culture slowly degrades because no one has the courage to say what needs to be said.

Style #3: The Transformational Leader

Between the Hammer and the People Pleaser lies a third path. It’s harder. It requires more skill. But it’s the only approach that creates both sustained results and genuine respect.

The Transformational Leader operates from a different premise entirely: I can be direct without being dismissive. I can hold high standards without destroying relationships. I can challenge people because I believe in their potential, not because I’m trying to control them.

Transformational Leaders build both results and lasting relationships

This leader doesn’t avoid conflict—they embrace productive conflict. They don’t soften feedback—they make it specific, actionable, and connected to the person’s development. They don’t demand blind compliance—they create understanding of why standards matter.

When a safety incident occurs, the Transformational Leader doesn’t start by asking “Who screwed up?” They start by asking “What in our system allowed this to happen?” That shift from blame to learning transforms everything.

I watched this style in action when a Class III railroad implemented new federal crossing safety requirements. The operations manager could have taken the Hammer approach: “New regulations. Here are the procedures. Follow them or you’re fired.”

Instead, she gathered the track maintenance crews and said: “These new requirements are going to slow us down initially. I need your help figuring out how we meet the safety standard without creating operational chaos. What do you see that I’m missing?”

Three things happened.

First, the crews identified implementation challenges that would have caused serious delays if addressed reactively. Second, they proposed modifications that exceeded the regulatory requirements while improving efficiency. Third—and this is the crucial part—they took ownership of the implementation because they helped design it.

Which Leader Are You?

To learn more about your style, check out www.16personalities.com. It’s free, multilingual, and can help you identify if you have Hammer or People Pleasing tendencies.

Our industry’s future depends on leaders who understand that you don’t have to choose between being strong and being respectful. You don’t have to choose between getting results and treating people right.

Part 1 in this series explored how the strongest rail leaders navigate uncertainty using four systematic stages. In Part 2, we’ve looked at the personal dimension—the leadership styles that either support or undermine that four-stage process.

The real transformation happens when leaders combine systematic methodology with the courage to lead differently. That’s when the rail industry doesn’t just survive uncertainty—it thrives through it.

About Pauline Lipkewich

Pauline Lipkewich is Contributing Editor for Railway Age and Chief Transformation Officer at KingdomBuilding Leadership, Inc. She has been railroading since 2011 and has worked with Class I operators including CN, KCS, and NS, focusing on safety performance and operational effectiveness improvements.

Her work spans organizational transformation, leadership development, and culture change in the rail industry. She specializes in helping rail operations build speak-up cultures that enhance both safety and operational excellence.

Contact: pauline.lipkewich@kingdombuildingleadership.com or +1.780.991.9993