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Operations - Embrace Building
Operations leaders are builders
As I considered what additional operations topics I would cover over the next few weeks, I heard a comment that stuck with me. Operations leaders are builders.
Building a team, building a business, building products, or building a service. This resonates with me because of the creation mode that relates to more of the artistic professions, product designers, movie makers, and similar roles, but also those building an operation or building a business. We are builders. Just a matter of what we build compared to others.
It’s often assumed things just run. Some assume the work just gets done, but Operations is who makes it happen, many times behind the scenes, under the radar, and behind the curtain. Why is this important to remember? Because similar to artistic liberties someone in the arts may need to be creative and productive, operations needs the same kind of freedom to create, innovate, and build. The ability to build without having to stay between the lines. Ops having runway to work, allows for the organic improvements in all aspects of the operation by running business in an intentional manner.
Ultimately, Operations encompasses this ability to deliver on the day-to-day, but also work on building the next best thing, or improving the process, experience, or service. Developing your team, helping your customer succeed, delivering on quality - all Operations.
Sometimes we have those that want things to “just run”, rely on Operations, but allow the flexibility to deliver just that. The more barriers, hoops, or bureaucracy, the less likely Ops can have the necessary freedom to build. Want greatness, let Operations do its job. Think about the parallel with sales - yes there are policies and procedures focused on how orgs sell, but how often do we see sales professionals limited by too much restriction, process, rules, admin, reporting, and structure that is contrary to the sales craft itself, in turn, limiting your ability to grow, by limiting sales activity, incentives, or power. It’s similar for Ops, so as we look at different functions, maybe it’s as simple as allowing teams and individuals to do their jobs. Hire the best people and allow them to their jobs.
How many companies spend so much time effort and money to find the best people, to handcuff them and tell them what to do? Steve Jobs said it well, “It doesn't make sense to hire smart people and then tell them what to do, we hire smart people so they can tell us what to do.”
Operations leaders are builders: builders of culture, builders of products, builders or service, and builders of business. If you’re leading an organization, let your builders, build.
David Senra provided the inspiration from his comment about being a “Builder” …from the Founders episode regarding Henry Flagler, a founder of Standard Oil (with JD Rockefeller), who also built a bridge to the Florida Keys back when Key West was the largest city in FL, and what is now Miami was then called Ft. Dallas.
RESOURCES
OpCo: The People Ops Blueprint — Operations | People | Culture | Opportunity
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