Operational Excellence: Ten Proven Concepts for Business Management

Published in Member Communities on November 26, 2024

By Michelle Peters, Vice President of Operations, Blackburn’s

In today’s fast-paced and competitive business environment, achieving operational excellence is more crucial than ever. Operational excellence is not just about improving efficiency and reducing costs, it’s about creating a culture of continuous improvement and innovation that drives long-term success.

Over the past thirty years, I have had the pleasure of collaborating with outstanding teams. Patterns for success in achieving operational excellence tend to be most prominent when I incorporate these ten concepts for business management, which can serve as a roadmap for leaders looking to enhance their operational capabilities and drive sustainable growth.

1. Lead with empathy and connect to purpose.

This is essential so that your team is engaged from the start of any new initiative, big or small. Getting them connected to the purpose helps them in forming their own narrative for delivering exceptional service. If it comes from the “Because I said so” angle, resentment can build, and you will lose engagement. Helping them understand the “why” behind some initiatives creates contagious engagement.

2. Communicate a clear vision.

This outlines the WHAT and WHEN of a goal. When your team is all aware, they can support each other in tracking progress, gauging when adjustments need to be made, avoiding double work, and the entire team will know what “done” looks like.

3. Empower your leadership team.

Give them the autonomy to make changes and seek solutions without you giving them the answers. They are the closest to the work. Allow them the space to share innovative ideas and different viewpoints. 

4. Have those difficult discussions.

First, find a private space and discuss the specific behavior along with the expected outcomes. Second, have the discussion in a timely manner. If you let the behavior linger, the issue will escalate, which will lead to your team having an increased level of stress and anxiety. You could also see a decrease in productivity, as well as your teams’ trust and respect. It is important to note that these conversations are not only necessary when you’re dealing with a direct report’s issue, but also when you need to speak to your own leader about an issue.

5. Celebrate milestones and say “thank you” with handwritten notes.

I keep a stock of birthday, congratulations, and sympathy thank you cards and blank note cards on my desk. Taking a moment to send a sincere message to your staff’s home address means a lot.

6. Influence and inspire your teams by exemplifying the behaviors you want to see.

This includes being prepared for discussions, being on time for appointments, being open to learning new methodologies, and dropping the “We’ve always done it this way” mentality. Keeping your promises is one I pride myself on. If you tell someone you will get back to them, check on something or give them feedback, do so. This builds trust.

7. Round daily and ensure you are meeting with your direct reports once a month.

Have a set agenda where they tell you their biggest win, issues they are dealing with, solutions to address, and ask them if they have what they need to do their job efficiently. Make sure that you do not cancel your monthly 1:1 meeting. Move them if your schedule requires you to do so, but do not cancel them. Always follow up with a quick email reviewing what you discussed in your meeting. This helps keep accountability at the forefront.

8. Be a vulnerable leader.

It can be hard, but admitting when you make a mistake and asking for help solidifies you as being part of the team versus someone who simply views the organization from the top. Get in the weeds, delegate, and do not be afraid to ask for clarity when you have questions. Some leaders think that they must be the smartest, most infallible person on their team. This is a recipe for disaster. Not only will you burn out, but you will set an example for the team that directly competes with the collaborative environment you should be fostering.

9. Let data build your narrative.

Work with your leadership and direct reports to design meaningful key performance indicators (KPIs), as well as those that meet your company’s requirements and vision. Have a consistent date that your team needs to have data readily available. Review and discuss key data points at your monthly one on ones with managers, at monthly group meetings, and ensure that you’re also presenting to your fellow leaders. Having your managers report on their own KPIs is integral to their autonomy. For instance, managers may want to add staff because “they feel busy.” With KPIs, they can view how their team is performing, so the question becomes, “Do you think we should recruit for a position in my department because we’ve shown growth for the last three months and our overtime is continually elevated?” Allowing data to build your narrative pairs perfectly with empowering your leadership team in this manner.

10. Take time to refill your resource bucket!

For me, it is live music and little family getaways with open itineraries. We must find work-life balance so that we have resources to be accessible to our teams.

These ten concepts have developed over time.  And because my goal is to continue to learn and evolve, I strive to learn something new every day. So far, I have never been disappointed. Whether it be from a manager, patient, customer service representative, ATP, delivery technician, or payor, there is always something to be learned to improve how we service our customers and staff. I hope your goal is to be better than you were yesterday, too!

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This article was originally featured in the VGM Playbook: Mastering Business Management and Optimization. To read the full article and more like this, download your copy of the playbook today! 

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1. leadership
2. operations
3. playbook
4. vgm