Coaching trajectory: Natural leadership in a maintenance environment
Being a maintenance manager in 2022 requires much more than technical competencies, it is really people work. First of all, it is important to get to know your own management style and to take on self-leadership. Finding and keeping good employees for the maintenance department is becoming increasingly difficult. The war for talent is clearly going on, especially in maintenance. To attract and retain technicians, it is important to lead in a modern and stimulating way. In addition, maintenance managers are expected to be change agents who can implement a Reliability culture in their company. Influencing the various stakeholders in the company and dealing with resistance requires a lot of perseverance, insight and agility.
Learning objectives
Thanks to this programme, you will gain insight into your own leadership style and you will know your qualities and pitfalls. You will also learn about the profiles in your environment and how to adapt your own leadership style to other people and situations. Because of the time between sessions, you can immediately use your newly acquired insights in your own company and start working with the feedback from the trainer and your fellow participants.
Approach
This programme is very practically structured. Besides a dose of theory, you will hear a lot of practical examples and practical cases. You also take a close look at your own leadership style and see what your team members need in various situations. You are encouraged to immediately put this knowledge into practice in your company. Moreover, you can also learn from the cases and progress of your fellow course members. Thanks to the variety of people taking this course, you will gain different insights and perspectives.
Programme
Leadership Style and Self-Leadership
- Discovering your own leadership style
- Tips for personal leadership and your development based on your Insights profile
- Get to know the profile of your team members and assess your environment
- Learn to adapt your management style to the personality of the other person
Leading your team members
- Situational leadership: from instructions to coaching
- Assess the knowledge, skills and motivation of your people
- Assess the seriousness and urgency of situations and manage your team accordingly
- Tailoring your leadership style to various situations (in maintenance) and choosing a style
- From clear goals and instructions to coaching conversations (active listening, continuing to ask questions, GROW structure)
- Become a coach instead of a boss
Coaching and adjusting team members
- Giving and receiving feedback and recognition
- Dealing with resistance and emotions
- Dealing with different generations
- Coaching instead of pushing
Managing your team in a coaching and solution-oriented way
- Team effectiveness; developing a TEAM
- Processes in a team
- Coaching approach to let your team grow
- Recognising and using people's strengths
Leading change and introducing a Reliability culture
- Conveying a convincing change message
- Insights and Change
- The position and role of the (maintenance) manager in a change process
- How to motivate your entire organisation to adopt a Reliability Culture
- The maintenance manager as change agent: a strategic approach
- Identifying and influencing the parties involved: your informal network as a tool for change
Practical information
- Session 1: Leadership style and Self-leadership
- Session 2: Leading teams
- Exercise sessions 1.2 & 2.2: Insights, communication, leading teams
- Session 3 : Coaching and directing team members
- Session 4 : Leading your team in a coaching and solution-oriented way
- Session 5: Leading change and introducing a Reliability culture
Who is this coaching trajectory for?
This coaching trajectory is aimed at anyone who wants to make his or her organization pay (even) more attention to reliability. In short, for professionals and executives working in a production context, such as Maintenance Managers, Reliability Engineers, Maintenance Supervisors, Change Managers, Quality Managers of Operations and Production Managers.
About the trainer
Kris worked for almost 20 years in various operational and HR management positions within international companies (Amoco, BP, Atlas Copco). She started her career as a Maintenance Engineer. Afterwards she became maintenance supervisor and continuous improvement facilitator and her expertise evolved more and more towards the human aspects of change.
For the last ten years, she has been active as a coach in large and medium-sized organisations. In this capacity, she mainly works with top and middle managers, team leaders and technical experts at companies such as Atlas Copco, Telenet, Belgoprocess, Macro-Metro, De Persgroep, Michelin, Vito, Macadam, TUC Rail, Infrabel, Terumo, Lubrizol, Melexis, Fabricom, Proximus... Thanks to her experience in maintenance, quality, training and coaching, Kris is the ideal coach for this training.
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