Effective leadership and communication are crucial in driving organizational success in today's fast-paced and highly competitive maintenance world. Leadership isn't just about overseeing tasks and making decisions; it involves inspiring and guiding teams toward achieving a common goal. Similarly, communication serves as the lifeblood of any organization, ensuring seamless collaboration, efficient problem-solving, and the exchange of valuable information.
This paper explores the critical interplay between leadership and communication and highlights its significance in achieving organizational excellence. We will also discover the hidden power in Identifying and developing the industry's next visionary leaders and thinkers via solid mentoring methods and relationship building. Being book smart and savvy with the buzzwords of the day like "Big Data," "Digital Twins," or "Condition Monitoring" is fine; however, leading and influencing human intelligence and human reactions into action remains the star of the day.
I cannot overstress the importance of identifying, developing, mentoring, and empowering the next generation of leaders daily and continuously.
Identifying the Important Issues
Even though specific skills and elements are similar and cross-functional, there is a big difference between managing and leading. Managers focus on executing the company's vision and direction to meet goals. Leaders, on the other hand, are progressive entrepreneurial thinkers who set that vision and direction. In simple terms, managers think about execution, and leaders think about ideas.
Some of the best managers are exceptional in watching the bottom line and providing processes, workflows, and tools. However, they may lack the skills to empower their teams to make incremental changes. Leaders must be influential and empathetic towards the people they lead and the customers they serve, never losing sight of the fact that they must communicate every step of the way.
Today, leaders must also be ever vigilant and on the lookout for the next generation of "visionary emergent leaders" to identify them, develop them, mentor them, turn them loose, and then empower them to succeed. Whatever the industry workplace may be, current leaders must strive to ensure our leadership bench isn't affected by economic and personal events; they need to de-risk the succession planning process as much as possible.
Enter the emerging leader. Emerging leaders are high performers with substantial influence in the workplace. They're not just bench reserves, though. They should be front of mind for your leadership draft picks because they spread the good word, so to speak, with minimal effort needed from senior management, making them well-placed change agents. Emergent leaders are trusted and informal team leaders for their peers and can be found at all levels of the organizational hierarchy, not just at the highest levels. Transitioning these individuals from subordinates to managing people is smoother for all involved because of their proven leadership skills.
A recent study conducted by McKinsey found that 40% of workers plan to leave their jobs in a post-covid world because of little upward mobility. If you don't create conditions for emerging leaders to appear, you weaken your leadership bench or risk not having one. There is a tremendous cost in neglecting hidden talent, and as an aging workforce begins to move on and retire, new talent requires development and nurturing, which takes time. This article will strive to communicate this, offer steps to identify and develop new leadership and bring out those qualities from within in clear and compelling examples.
Point #1: You Might Want to Write This Down!
Many of us can recall first-hand examples of what we would consider an exceptional leader, someone we would emulate, such as a parent, coach, teacher, or boss. I have had individuals throughout my life who have had a life-changing impact and influence on me. Even though he barely graduated from high school, my father was the type of man who, when he walked into a room without introductions or a title, immediately commanded respect and the attention of others before saying a word. He had a quality about his presence that spoke of action and credibility, and people always remembered him. He taught me many valuable lessons in life, and if I could only go back to my 20-year-old self, I would tell him, "You might want to write that down."
There was also a football coach I had in high school. Every word from his mouth seemed to inspire confidence and the ability to believe that we could always win as a team. I had an NCO when I was first in the military; what he said, did, and demonstrated repeatedly made me want to walk over coals of fire for him. He made me believe I was fourteen feet tall and bulletproof.
All these men were larger than life. They inspired and empowered me and others to be more than we could be if we were left to our own. As a result of these experiences, I believe that everything in life, maintenance, and business lives or dies based on the strength of an organization's leadership.
You might want to write that down.
Point #2: Leadership Requires Proactive Results
Leadership in the maintenance and business world requires unique skills and attributes. An effective leader must possess strong interpersonal skills, strategic thinking, and the ability to motivate and inspire others. Leaders provide direction and purpose to their teams by setting clear visions and goals.
In the maintenance industry, leaders must manage resources, optimize workflows, and ensure operational efficiency. In business, leaders must adapt to changing market conditions, make informed decisions, and foster innovation. In the military, we said things like, "Move, shoot, and communicate, all the while running toward the gunfight." This statement is a clarion call to action – being proactive, going directly to the organizational problem, and tackling it head-on.
Point #3: A Leader is a Master Communicator
Communication is the cornerstone of effective leadership. Leaders must be proficient in verbal and written communication to articulate their vision, expectations, and objectives clearly. Articulating a vision means being "front sight focused," not distracted by things in your peripheral vision. Leaders should foster open and transparent communication channels that encourage collaboration and the sharing of ideas. Good communication creates a sense of trust and engagement within teams, empowering individuals to contribute their best efforts. Moreover, leaders should actively listen to their team members, fostering a supportive and inclusive environment.
Point #4: Effective Variances in Strategies and Style
To ensure effective communication, leaders should utilize various strategies such as team meetings, multiple communication channels, and communication styles. Regular team meetings, both in-person and virtual, provide a platform for sharing progress, discussing challenges, and fostering teamwork. Transparent and accessible communication channels, such as email, instant messaging, and project management tools, facilitate efficient information exchange. Additionally, leaders should tailor their communication style to suit the diverse needs of team members, ensuring clarity and understanding across different levels and departments.
I cannot stress enough the importance of your words as a leader and that your teams look to you as their skipper to steer the ship. But before you do, you must know where it is going and communicate the direction to them so they can fully participate in the journey.
Point #5: Success is Found in Problem-Solving and Decision-Making
Effective problem-solving and decision-making rely on clear and concise communication. Leaders should encourage open dialogue and brainstorming sessions to foster creativity and generate innovative solutions. By actively involving team members in decision-making, leaders can leverage the workforce's collective intelligence and diverse perspectives, leading to better outcomes.
This is where I offer wise counsel – you never facilitate an open brainstorming environment where the moment members offer up ideas, you immediately dissect them and cast them aside. Nothing will kill morale and creative possibilities quicker than when a leader does this. Do that in a separate and later vetting process, where you and others can delve into applicable options and collectively determine the best path forward.
Point #6: The Power of Building Relationships
Strong leaders mentor others. Never underestimate the power of mentorship. As a leader, you are not there by accident — you have worked hard and were chosen purposefully for your specific strengths and potential. Along that path to leadership, someone mentored you, and you must be willing to do the same for others.
Confident and capable leaders hire intelligent people — even more competent than themselves — and teach them everything they know. This creates a legacy that will outlast the test of time and perpetuate a culture of continual growth.
Point #7: Do What I Do and Do What I Say Requires Accountability
When I was growing up, there was a saying that went like this: "Don't do what I do, but do what I say." This presented a problem for me as our actions should confirm our powerful words. As a leader, you must set an example and hold yourself and others accountable. Your words matter; otherwise, don't say them. Once you say them, put them into action. People and those following you don't care what you know until they know you care. So, make it count.
Point #8: If You Want to Impress people, Share Your Success; If You Want to Impact Them, Share Your Failures
When we speak of our success, we speak of pride; when we share our failures, we speak of humility, teachability, and a special place of vulnerability. Individual success often neglects the team effort as "It's all about me!" Effective leaders do not take credit for a team effort – they acknowledge the contribution of all team members. When leaders share success, it shows they value the team's contributions and can develop and reinforce a collaborative culture. This shared credit is motivational and encourages the team to improve and strive for success continually.
Our failures allow us to reflect, consider what was learned, and consider how to approach things differently and for a more beneficial outcome. Failures do not define us but serve to refine us in the crucible of the fire of life. Sharing failures allows the team to learn and enables everyone to reflect and gain wisdom from the experience — a true teachable moment for all involved.
Conclusion
Effective leadership and communication are indispensable for success in business and life. Leaders who excel in communication can inspire, motivate, and guide their teams toward achieving organizational goals. Leaders can foster collaboration, innovation, and adaptability by employing various communication strategies, embracing open dialogue, and building solid relationships. Ultimately, leadership and communication serve as pillars of excellence, empowering organizations to thrive in an ever-changing landscape. Whatever your style or skill set, strive to improve continually. As a leader, you set the tone and establish the bar of excellence, and if you are going to, then swing for the fence.
