Section Eleven: Operational Management – When Ideas Must Become Action
So far, we’ve talked about thinking, people, change, and strategy. But now let’s come down to ground level: The place where things actually get done.
Not in a meeting. Not in a PowerPoint. But in execution.
This is where Operational Management steps in.
What is Operational Management?
It’s the part of management that makes sure:
- Things get done
- They get done right
- They get done on time
- They get done without waste, rework, or confusion
It’s the move from “We plan to do X” to “X is done, and here’s the result.”
Why do good managers sometimes fail in execution?
Because planning alone isn’t enough.
In your team, it’s possible that:
- Everyone knows what they need to do
- But no one knows who is supposed to deliver what, when
- Or what the exact output should look like
- Or how the pieces connect together
That leads to:
- Delays
- Rework
- Stress
- Dissatisfied clients
Operational management is the bridge between decision and result.
Foundations of Effective Execution
1. Process
Every task has a flow — even the small ones.
You need to be able to:
- Define that flow
- Break it down into clear steps
- Assign roles and responsibilities
- Clarify handoff points
Simple example: If you’re publishing an Instagram post, who writes the copy? Who designs? Who approves? Who uploads? Who responds to comments?
If it’s not clear, everyone just waits for each other.
2. System
A system means repeatability. It’s not a one-off task — it becomes part of the regular rhythm.
A good system:
- Prevents time waste
- Reduces dependency on specific people
- Enables tracking and improvement
Important note: A system shouldn’t be rigid. It needs to be simple, adaptable, and updatable.
3. The Right Tools
As your team grows, execution suffers without proper tools.
Some helpful ones:
- Trello, Asana, ClickUp – for task management
- Google Drive, Notion – for documentation
- Slack, WhatsApp – for communication
- CRMs – for customer relationship tracking
A good tool helps you not forget — it doesn’t do the work for you. And a tool only works if your team actually uses it consistently.
4. Discipline & Follow-up
Most projects don’t fail due to lack of creativity — They fail because they’re never finished.
As a manager, you must:
- Follow up
- Ask for deliverables
- Not by pressure — but with clarity
Discipline means knowing:
- Who owes what, by when
- What’s the current project status
- Where the bottlenecks are, and who should fix them
This is where well-run weekly check-ins can work wonders.
A Key Insight: Execution without Meaning Is Draining
If people are just “doing tasks” without understanding why, motivation slowly fades.
A good manager doesn’t forget to repeat the bigger picture — even mid-execution.
Say this often:
“This thing you’re doing? Here’s how it connects to our goal.”
Personal Example
In large advertising projects, I’ve seen this a lot: everyone’s talented — but without a clear process, chaos erupts near the deadline.
Once, I created a simple Google Sheet: just tasks, owners, deadlines, and status.
In two weeks? Team productivity doubled. Why? Because ambiguity disappeared.
Mehdi-style Summary
Operational Management means:
- Turning plans into action
- Building order out of mess
- Defining steps, time, roles, tools
- Following up — without being annoying
- And reminding everyone why the task matters
Today’s Simple Exercise
Pick one real task in your team or project. Now write down:
- What are the exact steps?
- Who’s responsible for each step?
- What’s the deliverable at each point?
- What tool(s) are you using?
- Where are potential blockers?
Next, we take a step back…
And look at the manager as a human being — not just someone who manages others, but someone who must also learn to manage themselves.
Next up: The Manager as a Human.