Leaders in Maintenance: Parts 1 – 4

Leaders in Maintenance: Parts 1 – 4

Torbjörn Idhammar, IDCON INC

In Part 1 of this series on maintenance leadership, I explore two points:

  1. Maintenance leaders need to know what to lead toward in order to become effective leaders.
  2. The leadership role is all about getting other people to do what you want them to do.

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In Part 2 of this series, I will expand on the second point.

To get people to do what you want them to do, you must continuously build business processes that enable them to perform at their best. As a maintenance leader, you must realize that people can never be more effective than the system they work in.

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In parts 1 and 2 of this column series, I outlined the need for developing maintenance leadership skills.

There are 4 main points:

  1. Maintenance leaders need to know what to lead toward before becoming effective leaders.
  2. The leadership role is all about getting other people to do what you want them to do.
  3. Enable your people by understanding and supporting basic business processes.
  4. Walk the talk. If a change is initiated, stick with the program.

In this Advisor article, I will explain the roles of execution and motivation in effective leadership.

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In parts 1, 2 and 3 of this column series, I outlined the need for developing maintenance leadership. This column is the fourth and final part of the series.

I previously explained the system and procedures that need to be set up in order to make people do what you want them to do. Since people can’t be more effective than the system in which they work, you have to start by building a system and procedures. However, if you as maintenance leaders are going to get people to do what you want them to do, you are going to have to use diplomacy and psychology.

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