Have you ever been caught with only a few minutes to explain why a focus on reliability or maintenance improvement is critical to your organization and it's future? It happens very often. Your ability to explain why the leadership should care, and what you need to make it happen, is the key to moving your agenda forward. Lets look at 3 key points to nail if you want support and resources.
First, speak their language. What keeps them up at night? Is it the dollars and cents or the concern over risk? Is it getting more production out or controlling the cost on the current deliveries? Think about what you can give them with reliability that addresses their concern in their language.
Seconded, carefully deliver a positive and practiced narrative. Watch your body language. Is it closed and confined or open and believable? Are you looking at your shoes our engaging the receiver. Are you using words like "could" "should" and "might" or "will" and "when"? If you don't believe it why should they?
Lastly, have a format. I like one I call "hook, story, ask!" Hook them with something they care about. Something from the first point above preferably. Then tell them a story about what is happening currently or what could happen in the future. (use emotion if you sense they are emotional receptive) and then do not forget the ask. You have to ask for their support, or resources. Be specific in your request and make it time bound if possible.
We have to sell reliability and maintenance improvement and only those of us who have seen or heard what good looks like and believe in the power can get it started. Frame it in their language and meet their needs, show them that you believe what you are saying and do not forget the "hook, story, ask!" Now go get'em tiger.