Mastering Maintenance Leadership: Execution & Motivation – Part 3

In the first two installments of this series, I highlighted the essential foundations for developing maintenance leaders. The core takeaways were:

1. Leaders must define a clear vision before they can inspire others.
2. Leadership is the art of guiding people to achieve shared objectives.
3. Support and empower your team by mastering the business processes that underpin their work.
4. Lead by example—commit to change and see it through.

In this final Advisor article, I delve into the twin engines of effective leadership: execution and motivation.

Bridging the Know‑Do Gap

There is a small distance between knowing and acting, but a vast canyon separates understanding from implementation. We often recognize what should be done, why it matters, and even how to do it. Yet, the reality is that many individuals and maintenance programs fail to translate knowledge into action. The typical approach—explain the benefits and instruct how to change—rarely produces lasting results.

Consider this: even though we all understand the health risks of smoking or excessive drinking, society remains saturated with smokers, alcoholics, addicts, and debt‑ridden individuals. The lesson is clear—execution is the critical differentiator.

In my consulting practice, I specialize in planning, scheduling, root‑cause analysis, storeroom management, and preventive maintenance. Clients often ask for training, but the common follow‑up is “What happens after the training?” The answer is usually that there is no concrete plan to apply the new knowledge. We need to move beyond awareness and embed execution into daily practice.

When implementing a “doing culture” in your plant, revisit the four principles outlined earlier and focus on turning insight into action.

Motivating Maintenance Personnel

Do maintenance teams require a distinct motivation strategy compared to other plant staff? The answer is no. People, regardless of job title or union status, respond best to genuine engagement and respect. Simple tokens—like pizza or inexpensive gifts—rarely spark sustained improvement.

Effective motivation stems from individualized leadership. Great leaders listen, challenge, and collaborate one‑on‑one with their direct reports. By providing honest, diplomatic feedback and recognizing high‑quality workmanship, leaders tap into a deeper source of pride that far outweighs monetary rewards.

Remember that many professionals—soldiers, divers, and maintenance technicians—are driven by a commitment to excellence rather than pay alone. Align your processes to support this intrinsic motivation and monitor progress closely to fuel lasting change.

About the Author
Torbjörn (Tor) Idhammar is partner and vice president of reliability and maintenance management consulting at IDCON Inc. He specializes in preventive maintenance, condition monitoring, planning and scheduling, spare parts management, and root‑cause problem elimination. Author of the three‑volume “Condition Monitoring Standards.” He holds a B.S. in Industrial Engineering from North Carolina State University and an M.S. in Mechanical Engineering from Lund University (Sweden). Contact Tor at 800‑849‑2041 or info@idcon.com. www.idcon.com.