Where There's a Will, There's a Way

My company has spent over two decades in manufacturing, and we've seen the same movie play out in plant after plant: Operations and Maintenance locked in an endless battle, each blaming the other for every problem. Operations wants to run machines at full throttle to hit production numbers. Maintenance needs downtime to keep those same machines from turning into expensive scrap metal.

Sound familiar? If you're a maintenance leader tired of being treated like the enemy every time you need to shut down a line, this one's for you.

The truth is, most maintenance departments have it backwards. They think respect comes from technical expertise alone. But I learned from studying how the best military leaders earn unwavering loyalty from their troops: respect isn't given—it's earned through a different set of principles.

The U.S. Army NCO Creed has guided millions of leaders through impossible situations for over 50 years. These aren't feel-good platitudes; they're battle-tested principles that work when everything is on the line. They can transform how Operations sees your maintenance team from necessary evil to indispensable partner.

 

"No One Is More Professional Than I" 

The NCO Creed starts with a bold declaration that every maintenance leader needs to internalize: "No one is more professional than I." This isn't arrogance—it's a commitment to excellence that sets the standard for everything that follows.

In manufacturing, professionalism means showing up prepared. When Operations calls with a problem, you arrive with the right tools, knowledge, and attitude. You've already studied the equipment history, reviewed maintenance records, and have a plan before you step on the floor.

But here's where most maintenance teams miss the mark: they think professionalism stops at technical competence. Real professionalism means understanding Operations' world.

When Line 3 goes down, it's not just a mechanical problem—it's a production schedule in jeopardy and a supervisor catching heat from management.

Professional maintenance leaders don't just fix equipment; they solve business problems. They communicate in terms that Operations can understand: uptime, throughput, and cost impact. 

They provide realistic timelines and stick to them. They explain not just what they're doing, but why it matters to production goals.

When you consistently demonstrate this level of professionalism, Operations will start seeing you as the people who keep their lines running. 

 

"Competence Is My Watchword" 

The creed establishes competence as the foundation of leadership credibility. In maintenance, this goes far beyond knowing how to turn a wrench. True competence means mastering three critical areas that most maintenance teams neglect.

First, technical competence that extends beyond your immediate specialty. The best maintenance leaders understand not just how individual machines work, but how they fit into the entire production system. They know that fixing a pump isn't just about the pump— it's about understanding its effect on downstream processes and quality.

Second, operational competence. You need to understand Operations' priorities and constraints. When is the best time to schedule preventive maintenance? Which production runs can tolerate minor equipment variations?

Third, communication competence. You can be the best mechanic in the plant, but if you can't explain equipment status in terms Operations cares about, your expertise is worthless. Learn to translate technical problems into business impact. Instead of "The bearing is showing signs of wear," say "We've got about two weeks before this bearing fails, which would shut down the line for six hours and cost us $50,000 in lost production."

Competence also means continuous learning. Equipment and maintenance methods evolve, and production demands change. The maintenance leaders who earn Operations' respect are the ones who stay ahead of these changes. 

 

"My Two Basic Responsibilities Will Always Be Uppermost in My Mind" 

The NCO Creed identifies dual responsibilities: mission accomplishment and soldier welfare. For maintenance leaders, this translates to equipment reliability and Operations support. Most maintenance departments focus exclusively on the first while ignoring the second—and that's why they struggle to earn Operations' trust.

Equipment reliability is obvious. Keep the machines running and prevent failures. But Operations support is where the magic happens. This means understanding that your job isn't just to maintain equipment—it's to enable Operations to succeed.

Operations support means being proactive about communication. Don't wait for them to ask about equipment status; provide regular updates on critical assets. 

Create simple, visual dashboards that show equipment health in terms Operations can quickly understand. Red, yellow, green—not complicated vibration analysis charts.

It means scheduling maintenance around Operations' needs, not just Maintenance’s convenience. Show them that their success is your priority.

Most importantly, it means taking ownership of the entire production process. When Operations struggles with quality issues, don't just say "the machine is running fine." Dig deeper. Is there a maintenance-related root cause?

When Operations sees that you're invested in their success, they stop viewing maintenance requests as interruptions and start viewing them as investments in their own performance. 

 

"I Know My Soldiers and I Will Always Place Their Needs Above My Own" 

In manufacturing, your "soldiers" are the Operations team. The NCO Creed demands that you know them and put their needs first. This is where most maintenance leaders miss the boat.

Knowing your Operations team means understanding their challenges and concerns. Which operators are most skilled at detecting early equipment problems? Who needs extra support or encouragement?

It means understanding the pressures they face. Operations lives in a world of hourly production targets and quality metrics. They're constantly balancing competing priorities.

Placing their needs above your own means making decisions based on what's best for overall plant performance, not what's most convenient for Maintenance. Sometimes this means working nights or weekends or adjusting your maintenance schedule to accommodate a critical production run.

When you consistently put Operations' needs first, they’ll start putting Maintenance’s needs first too. Operations will quickly become an ally and an advocate for maintenance budgets equipment improvement approvals.

 

 "I Will Communicate Consistently and Never Leave Them Uninformed"

Communication failures are the root cause of most conflicts between Maintenance and Operations. The NCO Creed demands consistent, transparent communication—and this is where maintenance leaders can make the biggest immediate impact.

Consistent communication means establishing regular touchpoints with Operations, not just communicating when something goes wrong. Weekly equipment status meetings and daily huddles are key.

Never leaving them uninformed means proactive communication about anything that could affect production. If a critical spare part is delayed, Operations needs to know immediately. If preventive maintenance is going to take longer than expected, don't wait to communicate the delay.

It also means explaining the "why" behind maintenance decisions. When you recommend equipment modifications, explain the business rationale in terms Operations understands. Don't just say "we need to replace this motor." Say "this motor is showing signs of failure, and if it goes down unexpectedly, it will shut down the line for 12 hours and cost us $75,000 in lost production."

Most importantly, it means admitting when you don't know something and a commitment to finding out. Operations would rather hear "I don't know, but I'll find out and get back to you in an hour" than listen to you guess.

 

"I Will Exercise Initiative by Taking Appropriate Action" 

The best maintenance leaders don't wait for Operations to tell them what needs to be done. They see problems coming and take action before those problems impact production. This proactive approach separates maintenance leaders from followers.

Initiative means developing predictive maintenance capabilities that identify problems before they cause failures. It means analyzing equipment trends and recommending improvements before Operations even realizes there's an issue.

But initiative also means understanding boundaries. "Appropriate action" is the key phrase. You need to know when to act independently and when to coordinate with Operations.

Taking the initiative to order critical spare parts when you see warning signs? Absolutely. Shutting down equipment without coordinating with Operations? That's how you destroy trust.

The best way to build trust for independent action is to start small and prove your good judgment by taking initiative on minor issues that don't significantly impact production. As Operations sees your independent decisions consistently benefiting the overall operation, they'll become more comfortable with you independently tackling bigger issues. 

 

"I Will Not Compromise My Integrity, Nor My Moral Courage" 

In manufacturing, integrity means telling Operations the truth about equipment condition, even when it's not what they want to hear. It means giving realistic timelines for repairs, even when those timelines create production challenges. It means recommending equipment shutdowns when safety or reliability is at risk, even when Operations is under pressure to keep running.

Moral courage means standing up for what's right, even when it's unpopular. Sometimes this means insisting on proper maintenance procedures when Operations wants shortcuts. Sometimes it means refusing to sign off on equipment that isn't safe to operate.

But integrity and moral courage also mean admitting your mistakes and taking responsibility for maintenance failures. When equipment fails unexpectedly, don't make excuses. Take ownership, explain what went wrong, and outline your plan to prevent similar failures.

This kind of honesty builds credibility that can't be faked. When Operations knows they can count on you to tell the truth, even when it's difficult, they start trusting your judgment on everything else. 

The Transformation 

When maintenance leaders consistently apply these NCO Creed principles, the entire dynamic between Operations and Maintenance changes. Instead of adversaries, you become partners working toward the same goals.

Operations starts coming to you with problems before they become emergencies. They start asking for your input on production planning. They become advocates for maintenance budgets and equipment improvements. Most importantly, they start seeing Maintenance as a strategic partner rather than a necessary evil.

This transformation doesn't happen overnight, but it happens faster than you might think. When Operations sees consistent professionalism, competence, and genuine concern for their success, they respond quickly. People want to work with leaders they can trust.

The NCO Creed works because it's based on timeless principles of human nature and effective leadership. These principles have been tested in the most challenging environments imaginable, and they work just as well on the manufacturing floor as they do on the battlefield.

Your Operations team doesn't need to run through a wall for Maintenance—they need to want to. When you lead with the principles that have guided the best military leaders for generations, they will.

The question isn't whether these principles work. The question is whether you're ready to apply them consistently. Because that's what real leadership requires, and that's what gets results.

Where there's a will, there's a way. And the will starts with you.