The core of every successful business is its Ops team.
Like the roots of a big tree, their efforts run deep and wide. They’re the stable foundation that allows the business to grow, and they keep it steady during stormy times.
And like roots, their work is often unseen. It gets overshadowed by the visible achievements of the organization.
Focused on internal challenges, members of an ops team are typically humble and dedicated. They’re used to putting the needs of the business above their own need for recognition.
So, how do you ensure they get the kudos they deserve? It’s not only about giving them credit. It’s about showing how vital they are to the org’s health and growth.
In this episode, I’ll share a powerful way to start spotlighting your team’s importance, so they get the acknowledgment they deserve.
The Silent Heroes: Why Operations Deserves More Recognition
People attracted to Operations usually have a wealth of varied skills that make it easier for them to handle complex tasks well.
Things like – they’re often highly organized. They tend to be great at problem-solving and have acute attention to detail. They’re great at anticipating problems, streamlining processes, and can keep lots of metaphysical plates spinning.
Team members who rise into Operations leadership are also mission-driven, decisive, and good at keeping all the trains running on time. Sound familiar?
But Operations people often find it hard to talk about their achievements. Because they focus on making the business run better, it’s easy to let their own visibility slide for the sake of the larger success.
They tend to be humble and work hard without seeking attention. They’re likely to understate their achievements or not mention them at all, compared to counterparts in more visible roles.
Plus, it doesn’t help that Ops is an overhead expense. With other teams seen as revenue-generating, Operations roles can get relegated to a secondary status.
Of course, Operations can be as much a source of customer dissatisfaction as other business functions can be of satisfaction. I’ve certainly changed service providers due to poor operational performance, haven’t you?
As an Operations leader, you probably already recognize these issues, and you need to address them for your team’s sake and for your own.
Part of this is between you and your team, encouraging them to speak up and stand out more. But you also need to consider the bigger picture of how the Operations team fits within the whole organization.
Aligning Operations with Organizational Goals: A Strategic Narrative
Pivoting from being seen as a cost center to a strategic asset starts with changing the Operations narrative. That means it’s time for you to become a strategic storyteller.
A strategic storyteller selects and shares impactful messages to achieve specific goals. They carefully choose when and where to convey these messages. And they make complex ideas accessible and memorable, so they inspire and drive change.
To become a strategic storyteller, you need some specific attributes, like:
- A sharp awareness of the broader organizational landscape, challenges, and goals.
- A deep understanding of your operations and how it aligns with the org’s broader objectives. That’s the only way to find impactful stories that will resonate.
- Analytical skills, to sift through the data for compelling narratives for understandable stories.
- Strong communication skills, to craft clear, persuasive, and memorable messages that everyone gets.
- EQ and tact to navigate emotional nuance so your stories inspire and motivate.
Crafting the Narrative: Operations as a Strategic Player
As a strategic storyteller, you can change how others see your team’s contribution. You can elevate it from a behind-the-scenes support role to a key strategic partner.
For example, you might share how your team has created efficiencies that led to saving costs which fund growth or speed up product launches.
Or you can share examples of how they handle challenges and protect the company from risks. This shows how crucial they are for the business’s resilience and future success.
By connecting Operations’ accomplishments to important metrics, you highlight how crucial they are. There are lots of creative ways to do it, and this makes it easier to demonstrate their value across stakeholders.
It’s about changing perceptions to correct and bring balance to the org’s overall narrative.
For more ideas on supporting your Ops team, listen to episode 5, “12 Simple Ways to Keep Your Ops Team Motivated”. You can find it at yourfuturerealized.com/5.
And I’ll leave you with this question: In what areas do you need to develop as a leader to elevate Operations strategically in the org?
You can’t stop the chaos, but you can change the game.
