Based on my unscientific observations, most managers struggle with hiring employees and a majority seem to have no proclivity for firing. If I could fix one thing for my clients, it would probably be to instill in them the confidence to trust their instincts and overcome their fears when it comes to who they hire or keep.
The struggle is real. I have spent most of my professional life managing the tendencies of sales and operations teams to conflict with one another. I have a mantra and it goes like this:
“Sales’ job is to sell what Operations can support. Operations’ job is to support whatever sales sells.”
The battle field is much more sophisticated than it was when I started. We no longer rely on paper files and clip boards to do our work. I can’t just stroll over to a salesperson’s desk and find a phone number in his Rolodex or search his phone messages for the latest changes in projects. Likewise, it is nearly impossible for a salesperson to monitor all the operation and logistics processes that touch their projects.
My old boss has a saying, “We are in business for fun and profit. If we are not making a profit it’s not any fun.” All projects start out fun and profitable. What happens next is really up to us.
Perhaps it is because I have spent so much of my career as an operations manager. Or, maybe it is because that the success or failure of businesses often pivots based on the performance of operations. In any case, I truly enjoy seeing a well-run operation.