Machinery Lubrication magazine published by Noria Corporation
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20 Reliable Plant Annual Edition | www . reliableplant.com LEADERSHIP First Seen in Reliable Plant, September 2023 Victor D. Manriquez | SOLSENCO e title references the 1994 film Natural Born Killers, directed by Oliver Stone and written by Quentin Tarantino. Of course, I'm not suggesting there is a parallel between a killer and a leader, but as the title suggests, if one person can be born a killer, so too can one be born a leader. is takes us to an age-old question – are leaders born or made? Some believe that with the proper effort and mentorship, anyone can become a great leader, which provides a chance for everyone to climb the ranks. Others, however, believe that leaders are born needing little to no improvement, leaving those without these qualities with little hope of ever developing these traits. My intention is not to arrive at a definite answer to this dilemma, but to highlight the qualities and characteristics I have observed throughout my career that reinforce the concept of what it means to be a leader. Whether you believe leaders are born or made, there is much we can learn by applying these traits to our own habits. CARE FOR SUBORDINATES One of the first things I learned early in my career was that leaders should care for their subordinates. In the mid-1980s, I was a maintenance intern for a personal care products manufacturer, and one day, I found myself struggling with some personal issues. While I didn't talk about it, my maintenance manager noticed something was wrong. Instead of moving on with his day, he invited me to lunch, taking the time to talk to me and understand my situation. is provided a powerful lesson; it taught me that as a leader, you must understand that someone's personal life can influence their performance at work. No matter if they're an intern or a senior member, you must show empathy for your subordinates and care for the people working under your direction. CREDIBILITY A key hallmark of all leaders is credibility, or the level of trust you have earned with your peers. is directly influences the morale of all workers who interact with you. Part of building your credibility is understanding and adhering to the values set forth by your company. Going against these values can prove detrimental. For example, a mining company I previ- ously worked for had the corporate leadership value "respect everyone." One day, a corporate director visited our site to talk about the status of the company. At the end of the meeting, several team members approached him to ask questions about the mine's operation. When he saw them, he put his hand up, directing them not to get any closer, before telling them, "Don't think you get to tell me anything." e team was left confused and frustrated, and as a result, their morale dimin- ished significantly. A N N U A L E D I T I O N