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BOX
SCORE
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In most of the manufacturing
plants
I have visited there has been one
machine that is the heartbeat. You can tell
which machine by watching what people
do when it stops. Meetings are interrupted,
resources reassigned, and blood pressures
are checked until that heartbeat is
reestablished.
We react this way because we know that
this machine is a key part of our ability to
produce. To keep the process healthy we
create a Preventative Maintenance Schedule
to perform daily, weekly, monthly, and
quarterly cleaning, lubrication, adjustments,
and parts replacement. Some invite experts
in on an annual basis to audit the machine.
Some even go beyond the attitude that they
are avoiding costly unscheduled downtime
to develop process improvement plans that
ensure the machine will continually improve
on its original capabilities.
In the corner office there are equally
important processes going on. It is very
likely that the leader who inhabits that office
has high expectations and many measures
of personal performance. Standards for their
own performance usually exceed those that
others would impose. Performance is not the
issue. Consistently maintaining the ability to
perform at peak levels is the issue.
Performance capability will become the
issue for most of us if we do not practice
personal preventative maintenance. So as
not to further belabor the machine analogy,
suffice it to say that avoiding unscheduled
leadership downtime is the minimum
requirement. Your standards likely demand
continual improvement to your leadership
performance. This will require a plan.
To build your leadership PM plan you will
need a trusted colleague to help keep goals
achievable, measurable, and rewarding.
You are probably more complex than the
heartbeat
machine in the plant so set goals
accordingly based on who you desire to
become physically, mentally, emotionally,
and spiritually. Note: if you believe yourself
to be less complex than this follow these
instructions: 1. Ask your trusted colleague
to hit you in the nose. 2. When you awake
describe the physical, mental, emotional,
and even spiritual aspects of the experience,
which will depend on how hard you were
hit.
You have a significant impact on the people
around you. Professionals with far less
impact have certification requirements that
dictate a minimum number of Continuing
Education hours per year. Consider a
personal, or even a management team, CE
requirement to maintain the edge.
Building Your Leadership
Preventative Maintenance Plan
1.
Define Peak Performance.
What will
success look like when you accomplish
the desired result in each key leadership
area? You are likely your own worst critic
and while you certainly must perform to
a minimum requirement in each area it is
important to focus your goals on optimizing
your strengths. A good rule of thumb is to
focus on developing two areas of strength for
each weak area.
2.
Guidelines and Guardrails.
Describe
any limits to stay aware of. Avoid the
thoroughness that would make this sound
like the ridiculous list of disclaimers you
hear on a medication ad. Stick to failure
paths and distractions you have faced
when tackling tough goals in the past. This
would be a good time to give your colleague
permission to challenge you when you start
down a familiar failure path.
3.
Resources.
What additional tools,
training, or coaching will you need to
accomplish these goals? What allotment of
Performance
capability will
become the
issue for most of
us if we do not
practice personal
preventative
maintenance.
“
”
Leader’s Guide: Your Leadership
Preventative Maintenance Plan
By Scott Ellis, P-Squared USA