How do you demonstrate your leadership and communication skills in a maintenance management interview?

Before you do anything, ensure the interviewing party has the correct CV version! Some recruiters pass your resume through their software, which will try to recognize the data. Sometimes it fails (happened to me), and the whole interview might fail, because you are not the right person for the position...

Antes de hacer nada, asegúrate de que la persona que te entrevistará tenga la versión correcta del CV de forma actualizada.Algunos dpto de rrhh intentarán ponerte contra la cuerdas por lo que nunca mientas

Maintenance managers must have a strong personality, be decision makers, be supportive, and have a solid understanding of each maintenance discipline's duty, including where it begins and ends. The biggest motivating aspect for maintenance personnel is the development strategy. It is critical for the team to have a clear vision and plan for the short-medium-long term. Face-to-face talks are the most effective approach to communicate with your staff. The results will then be documented via emails and technical reports. Cases that are considered to be lessons learned should be presented in front of both team members and management & any relevant parties, using PPt slides. The attendance on site with the team in certain tasks inspire them.

Describe your leadership style and how it aligns with the needs of the maintenance team and organization. You can provide specific examples of how you've demonstrated your leadership style and effective communication in previous roles. Highlight situations where you successfully led maintenance teams, resolved conflicts, or communicated complex information to stakeholders.

You need to start with your previous experience of managing different portfolios and explain the organisation staff you managed. Explain about your budgets, how you contribute positively in the company growth and achieving company visions and increasing the revenues. You must explain and show how you deal with your staff and motivations examples you made. It’s necessary to explains difficulties you faced and how you made a professional action plans to overcome them. Such as using Softwares, spreadsheets or other programs to monitor your staff and man-hours efficiently. Training and skill maps you use to develop and keep your staff always on the track and motivated all the time to achieve company visions.

Leadership is in you! It is shown in every aspect of your life. From how you shake hands (or elbows) to the position you take at the table, from how you talk, to how you make your points in a discussion. You can talk about how you gathered the cigarette butts around the smoking shelter, inspiring the rest of the team to do the same next time, to how you trusted, supported and encouraged an underachiever to perform a difficult task, helping him to grow. A leader's measure is the quality of his team, and how it integrates in the organization. You should be honest about all aspects because they are hiring you, not a future version of you. Of course, you should discuss your development plans and aspirations, how they align with the company.

Hay que ser firmes y contundentes con las decisiones. haría hincapié en el trabajo en equipo de multi nivel en el que las grandes cuentas son gestionadas por séniors sales siendo partícipe los Junior sales para que vean los niveles de exigencia a los que se verán sometidos para que a la vez se sientan motivados a seguir luchando

Face-to-face communication is the most effective. If this is not possible, communicate via phone or radio. The outcomes that necessitated documentation for historical purposes should be communicated via email or technical reports. Technical reports should explicitly explain the date, location, people involved, equipment specs, sequence of events, immediate action done, further actions recommended, and recommendations. Meetings are called to present lessons learned. Contractor-related issues should be documented in formal letters, emails, or meeting minutes signed by all attendees. It is sometimes necessary to send warning letters or official MEMOs.

Primeramente, hay que demostrar de la manera mas sencilla a tu entrevistador tus conocimientos de implementación de la Gestión de Mantenimiento en tu institución. Posteriormente, comentar tus posiciones a cargo de equipos de trabajo con quienes trabajo, y los logros obtenidos aplicando técnicas de gestión de las personas (delegación, estimulación, capacitación, entre otros). Finalmente comentar las comunicaciones realizadas en diferentes niveles de tu institución (de forma horizontal y vertical), los medios utilizados y la forma de transmitir los logros de las metas y objetivos planteados.

Enfocaría la comunicación asertiva para que con el mínimo esfuerzo consigan el objetivo que se desea evitando roles o situaciones de tormenta

Communication, again... It starts with your ability to talk with your interviewing panel. The importance of being able to share your vision is only surpassed by the need to actively listen... During an interview, you have to demonstrate that you understand the difference between an on-point question that expects a short answer and one that needs your story-telling skills. Then you can share your experiences of how you chose to communicate in different aspects of your work-life interactions and demonstrate how you achieved your goals through others.

Si bien hay muchas manera de demostrar tus habilidades de comunicación, desde que ingresaste a la entrevista ya estas comunicando de manera directa (a través de tus palabras) así como de manera indirecta (con tu posturas), por lo tanto creo que aporta mucho comentar situaciones en donde tus habilidades de comunicación logro mitigar o bloquear un efecto negativo o logro maximizar una oportunidad.

Every interview is subjective... And the subject is you! You can ask as many questions as you need, to build yourself a clear picture of what is expected of you, how you will fit within the bigger picture, how you will be able to demonstrate your strengths and what help you can expect to improve. The questions you ask tell more about you than about the responder.

Preguntaría quienes son los clientes de referencia para analizar las situaciones y necesidades que tienen para poder llevar a cabo un plan de estrategia comercial adaptado y con consecuencias que puedan aportar o cubrir las necesidades en las que se destacaría el incentivo y el cierre de los pack de nuestro servicios. Ejemplo factoría a la que actualmente se le gestiona un contrato de equipos de refrigeración. Realizaría un estudio de todo el ciclo del agua para cubrir las necesidades de operaciones de mantenimiento mecánico,químico enfocado a los ahorros y costos de energía para que el cliente no vea solo interés de venta. Si no un aliado que vigila los intereses y los Kpis de la empresa ya que les mejoraría las políticas de calidad

Mandaría un mail agradeciendo la oportunidad que me han brindado. Les haría saber que me hace mucha ilusión formar parte de ese proyecto y que me he tomado la libertad de sea el candidato o no lo sea de hacerles llegar un plan de acción comercial enfocado a la lista de clientes que mencionaron en la pregunta anterior

Leadership cannot be shown by just talking about leadership. Leadership must be demonstrated even during the interview. The Interview panel needs to feel your presence and your leadership style. Good chemistry is a must. Spend time on researching the organization you are applying. What are they looking for? What are their core values or principles, their pains, thier visions, etc.? How your skills and expertises could add value to their teams? Also how could you benefit from the company? Is it just money? I look for a leader who can be part of the team, who help the team to learn and to grow, and who will grow together with the team. Listen to your interview panel. Hear what they need. Synergize your values. Be sincere. Good luck.

One thing to also consider is your self value. You must have an understanding of what you can do and what you are worth. At the same time though, I feel it's equally important to be humble. One person cannot know everything and showing the will and determination to learn goes a long way.

Additionally with being humble, its perfectly ok to ask for help from the resident experts. Since you won't know everything, asking those resident experts might show you as well as others a different way of doing a task and it might be a better, shorter way. Everyone will know that you are not just a "manager" managing them, but are a part of the team with the same goals in mind

As leadership provide, your knowledge and deliver it to team as guidance, you are mentor as direction how they initiate the project, give the support to the as to solve the problem, set the goal, communicate job expectation, and motivate, giving them inspired to perform the project best.

Stephen Covey como un faro guía: 'La clave para la ejecución eficaz es la priorización'. Mi consejo sería abrazar esta premisa como un principio fundamental. Al priorizar de manera estratégica las tareas, las necesidades del equipo y las metas organizativas, se establece un camino claro hacia el éxito.