Don't Neglect Your Operations in Favor of Sexy Projects

One of the key challenges of any management position is balancing the demands of your current business mandate with the initiatives you are undertaking to improve or expand your operations.

I typically divide my responsibilities into two broad categories: Operations and Projects.  This seems simple but it's worth defining what I mean here.

Operations generally refers to the administration of existing business functions you're charged with overseeing.  You want your ops to run as smoothly and efficiently as possible, and you need to create scalable and reliable processes to execute your day to day operations. You've designed your workflows carefully, you've got measurement and quality controls in place to make sure everything is running properly - and when there's an issue it can be identified and rectified.

Projects refers to a discrete deliverable designed to significantly enhance or expand the operations of your business.  You may need to add an offshore component to your team. Perhaps a new software system needs to be installed. Or you've been tasked with taking on a new business currently managed by another org.  All of these are projects. And taking them on can come at a cost to your current remit.

It can be tempting to devote your time to project work at the expense of overseeing your ongoing operations - projects are exciting, capital intensive, highly visible and politically potent. Pull off a seven figure expansion and you'll be the talk of the firm!

But be careful you don't neglect your current operations that require due care and attention. Of course, senior management doesn't care that your plate is already full when they "volunteer" you for a big project! So how do you manage?

It can be tricky. Some recommendations:

1. Ensure your existing operations are scrupulously documented! I can't recommend this enough: you need to ensure your staff have documented all your operations and that you have reviewed the documentation for any errors, gaps or inconsistencies. 
2. Communicate early and often - make sure management already has a keen awareness of what you're already doing. Look, it's likely that since you've been tasked with a new project, they already think highly of you! But make sure management is well versed in the ops you're already running and the resources required to do so. They'll be more amendable to providing you with additional staff (FTEs or contingent) to execute the new project. 
3. Delegate - before it's too late. Take careful inventory of your daily tasks. Are there duties that you're holding on to that could be delegated to a trusted line manager? Don't delay in addressing - you may be called upon to take on new responsibilities at any time. 
4. Value benchmarking - everyone wants to grow their business, and with it your stature and influence in the firm. This is natural, but be honest with yourself: are their operations you're engaged in that could be wound down? A big project in the wings could be the opportunity you need to shutter a low-value operation and reallocate resources to a new initiative. 
5. Make it hurt - I don't recommend this approach unless all other avenues have been explored. But sometimes, you need to push back and show management what the cost is to taking on a new project. Unless you communicate this effectively, management will assume all costs are sunk! You need to show, not tell, how the new responsibilities will impact current operations unless you get more resources (people or money). 

You should always be open to taking on new projects or assuming responsibility for new businesses, but be mindful of how this affects your current responsibilities. Have your operations and your people primed for potential disruption if your attention is required elsewhere. 

- Kevan Huston