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BUSINESS MANAGEMENT
What makes a great Operations Manager? What characteristics and behaviours indicate you have a good Operations Manager in your business? Timothy McLean shares some thoughts. The challenge in recognising the qualities of a good Operations Manager is that some of them seem counter-intuitive. You might not regard them as positive behaviours – or worse, you might see them as negatives. So what are the signs that you have hired a really effective Operations Manager or General Manager ?
They prioritise safety first, then the customer Operations Managers have direct responsibility for the safety of people working in your business. This responsibility translates to you as the business owner, CEO or Director as well. Therefore, the first thing a new Operations Manager is likely to do is to identify, assess and address any immediate safety issues. This also demonstrates their commitment to the team and provides them a chance to demonstrate their commitment to the standards they set – so production never comes before safety. Next to safety, an Operations Manager should recognise that any business must always meet the needs of its customers. This means the Operations Manager will address quality and delivery issues, before leaping into cost-cutting. It also means an Operations Manager will use positive language about the customer and be curious to learn what customers really need and value from the product or service the business provides.
They are humble and put the team first Often, we look for Operations Manager who are bold, tough and confident. These characteristics can be useful, but in my experience, the best Operations Manager constantly give the limelight to their team. When talking about the projects and achievements of their area, they use “we” and “us” more than “I”. In presentations, they often let their team present and take a back seat . They will also stand up for their team and support them, even at some cost to themselves. However, they will be decisive, fair and consistent in managing the performance of individuals on their team. They will value the experience around them and develop the people they have before turning over key roles. Nonetheless, they will also be prepared to challenge complacency and entrenched views, which may include challenging some long-serving subject matter experts. An Operations Manager who displays these traits will earn the
AMT OCT/NOV 2021
respect of their team rather than expect it. Earned respect is typically rewarded with the team confidently following the direction the Operations Manager sets, making the team more at ease with deviating from “the way we’ve always done it”. Because they are humble, good leaders admit what they don’t know and ask for help when they need it. This should not be seen as a sign of weakness, but of strength. It takes strength to reveal weaknesses and vulnerabilities and ask for help. Rather than criticising or rejecting such requests, you should welcome them and try and provide the help and resources needed. They will also be respectful of others in the business. Behaviour like swearing, shouting or belittling staff have no place in the workplace under any circumstances, especially from leaders.
They will develop people and won’t feel threatened by peers and subordinates In fact, they will actively develop senior team members and provide them opportunities,
including allowing them to step up into the Operations Manager role during holidays and travel. They will be comfortable allowing their team to make decisions and take full responsibility for aspects of the business. They will support their team, even when decisions go wrong (they will never throw a team member “under the bus”). However, they will ensure their team takes accountability for the decisions they make and the responsibilities they take on. They will work hard to develop peer relationships and invite feedback and involvement of peers. They won’t gossip about peers or criticise peers (especially to their team). They also will not tolerate “them and us” attitudes in their team that can erode relationships between functions and impact customer service.
When things go wrong, they ask why, not who A good Operations Manager is not going to spend hours whining about subordinates or peers. Their focus will be on the process, not the individual. When things go wrong
