Founder, CEO, or entry-level professional, you're not getting promoted tomorrow, without putting in the work today.   https://grahampeelle.com  

https://grahampeelle.com   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.

https://grahampeelle.com   Leadership concepts are often simple, common sense, and even logical, so why do so many struggle with leadership? It comes down to two different mindsets: Choosing to put people first, with empathy and actual care Putting other priorities first, and trying to make it look like people are first, prioritizing other priorities over people, forcing people into the equation Choose people-first, because people prove to be your most important resource in the long run for the majority of business models, people are your customers in many circumstances, and prioritizing people always shines through eventually, with the leaders and companies that are truly supportive of their people, vs. those that claim to focus on people. A People-First Approach ensures you prioritize your primary focus has the deserving attention, compared to an outcome-based focus, which prioritizes the result vs. the culture and inputs to get there. A culture and inputs focus will build a sustainable model for future growth, because it engrains the why and the how, not just the results, while outcomes-focus drives only caring about the end game. The outcome is important and is necessary to drive performance and results, but would you ever replace "People" in your Purpose, Mission, or Values statements, with Outcomes or Margin? People Performance, not Outcomes forcing people into the equation, builds a sustainable growth-oriented model bringing your team along with the mission. If you would like to be notified for future posts on operations leadership, culture, and talent related topics, make sure you click the 🔔 on my profile page. Or subscribe to the monthly newsletter and find it in your email or LinkedIn. For additional daily content, check out https://grahampeelle.com  

  Close the gap - find the way to connect your business goals with your people's goals, which actually usually happens in reverse of that.  https://grahampeelle.com

It's about the people.   Cameron Herold's Show The Second in Command  Mainly tied to Cameron's work founding the COO Alliance   grahampeelle.com  

Jay Clouse of "Creator Science" with Chase Jarvis, referenced in this show   https://grahampeelle.com

https://grahampeelle.com Going the “extra mile” as a leader to support your team can many times mean simply being a good person, listening to what they need, and showing your support for your team. It doesn’t make leadership easy, but leadership doesn’t have to be complex. Here are a few examples: Story telling: share the firm’s past or your own stories to help make a better future. Not dwelling, but learning from past experience, accelerating learning for others. Look how effective a story is to truly illustrate a point - stories create and grow culture. Give them some feedback about something no one else had the guts to share, but they need to hear it. This requires genuine trust and care to deliver it AND they have it received in a positive and impactful way. Checking-in to see if they need something, and really caring if they need help. Not redirecting endlessly, but actually helping connect them to resources and those who can help. Teaching to have them help themselves is great, but if they aren’t able to help themselves, sometimes it backfires. Take time to coach and teach them when it’s that time. If not a critical directive and the situation allows for some nuance, but they’re lost- have them to speak to a peer or an additional leader that excels in that area. Or give them two options that could work, but have them make and own the decision. Removing roadblocks that are preventing success, or frustrating for job satisfaction and not business critical. Be approachable and open to conversation. If you want your team to update you, share with you, be vulnerable with where they need help, you better make it comfortable for them to reach out. Have a coffee or meal…without them asking. And if remote, schedule an informal catch-up and not mention business at all. If you’re shaking from even the idea of not having an agenda, the agenda is to connect outside of business and have a relaxed and open environment. Put yourself out there to encourage them to do the same. Buy a team member a new jacket when they need one (one of the most meaningful gestures I have seen someone do for someone else), or whatever simple gesture that goes a long way and shows you actually care about them as a human. Support, Care, Guide, Coach, Direct, Empower, but not isolating, leaving behind, or degrading. Sounds simple, but often times it’s not easy. In an effort to teach someone to fish, or to mature and learn, leaders often miss opportunities to develop their teams and leave them feeling lost for answers with no clear resource to help. Be the kind of leader that teaches someone to fish, but sticks around or is available if they lose their way and need leadership.

Positioning is about intentionally crafting your leadership journey. Your willingness to contribute makes you an expert at some level in the eyes of your audience.     https://grahampeelle.com

Find your people. Find your Tribe. You may feel strongly about chasing those who have already "made" it, but consider seeking out your peer group to learn from, support you, and find friends in a similar spot looking to grow.   https://grahampeelle.com

Authentic Leadership The little things are the big things Going the “extra mile” as a leader to support your team can many times mean simply being a good person, listening to what they need, and showing your support for your team. It doesn’t make leadership easy, but leadership doesn’t have to be complex. https://grahampeelle.com

Grow and refine your culture, grow your business. This episode is the start of our thoughts around looking at Organizational Culture as one of your greatest assets, because it embodies who you are and what you do. Intentional and purposeful executing of your core values to enable a culture clients and people want to be a part of.   https://grahampeelle.com

The Power of Leadership Confidence • Voicing confidence in people • Showing belief in people • Sharing feedback • Teaching and coaching • Mentoring • Taking a chance on people • Bringing out the best in people • Seeing the capability and potential in people • Helping others finds their super power, or unique ability • Showing others the value they bring • Investing in people • Not allowing the team to limit themselves   https://grahampeelle.com

Advice or Reminders for Leaders: Understand your business Understand your people Understand your customer Understand your process Understand the challenges Understand the opportunities Understand the risks Understand necessary adjustments   Impact: Understand, evaluate, act, iterate, and repeat…continuous improvement, never settling for mediocrity. Timeless business principles In business operations Not growing or improving means your business is dying Leadership Get curious and ask questions Prioritization https://grahampeelle.com

KPIs & Data - One core metric as new leader of organization, department, or team - Future state moving to 3 metrics can make sense, and then eventually 4-5 if you have core areas of focus, but pointless if you can’t drive change and improvement in #1 - Data as a tool for visibility, not the full story - Review you trends, correlations, performance, and risks - Your direct leaders may have 2-3 to start to drive that #1 overall metric https://grahampeelle.com