Giving Up On The Trades? Self Leadership is Required.

How many agree with the following statement? Industrial maintenance trades/craftspersons who take advantage of training when it is offered, and who stretch and acquire new skills or improve the quality of their work, are securing their own future and that of the company and the local economy as well.

This is the thought I was pondering recently after listening to a couple of maintenance managers tell me that instead of training their front line maintenance team, they would just continue to manage and get by. One was bold enough to say that he just didn't think that providing training for his team would change anything. He described the fears and apathy in a few of the personal attitudes on the team.

Corporate Culture - Who's Responsible?

My thoughts about the importance of company culture and making sure it gets built right, and that it never slides downhill were forefront in my mind. Is it possible though that a company makes poor choices when hiring maintenance tradespersons? Is it possible that the maintenance manager is under skilled in motivating, leading and developing his team? I think it's possible that the answer to both questions is 'yes' in many a case. Assigning blame will not solve the issue however.

Economic Reality

At the bottom line is a reality that if team players from all levels in a maintenance team don't find a way to improve their own effectiveness, efficiency or the quality and quantity of the company's production, then ultimately how will a company, indeed an entire region's economy, justify and grant the increase in wages that everybody wants?

As a tradesman, this writer encourages all in the industrial maintenance trades and crafts to take every opportunity to continue the quest for new knowledge and improved hard and soft skills. I believe that a chunk of the North American economy depends on it!

Lead if You're Young, or Any Age!

If you're tempted to blame your boss or 'the company' for a less than progressive and dynamic work culture, don't. Just take the initiative on your own to lead and influence those you can. At a recent training seminar I conducted, it was one of the youngest tradesman in the group who demonstrated leadership and admonished most of his older colleagues to positively focus on the possibilities that accompany a team with a higher level collaboration, maintenance and diagnostic skill set.

Leadership is not a lofty position high up on the organization chart. It's a personal choice to nurture one's own potential to lead and it starts on the shop or plant floor. I've always referred to this as leading from the back, or leading from the bottom. Yes it does take a little nerve and personal resolve to lead with enthusiasm when you haven't stepped up much in the past. You have find a way to deal with that fear of being eaten in the jungle (maintenance shop) that may crop up. But if you're earnest, the respect will come in time.

Supervisor Boost

For the overworked and sometimes discouraged maintenance supervisors and maintenance managers, I say look for any spark of passion or initiative within that team you lead, and then fuel it. Offer some autonomy and responsibility, and of course let them know you're going to hold them to account as well. The investment will be worth it if only for the potential to delegate or to expect that the highly trained front line trades and crafts will reduce your burden.

An industrial maintenance tradesperson has an important and valuable contribution to make to the economy, and she can demonstrate this by driving her own continuous training, and by leading the others on her team.