From Operations Manager to Business Leader: Mastering the Mindset Shift
A few weeks ago, I was at the Qualia Leaders Lab in Nashville, where I had the opportunity to speak on an informal panel with a group of industry leaders. We got into a conversation about one of the toughest transitions in a career—moving from operations management to executive leadership.
The discussion struck a nerve. So many of us had been through it, and we all agreed on one thing: it’s harder than people expect.
What makes you great at operations—attention to detail, tactical execution, and risk mitigation—can actually hold you back as a leader if you don’t shift your mindset. Leadership isn’t about doing more; it’s about thinking differently.
If you’re making this transition (or mentoring someone who is), here’s what I’ve learned about navigating the shift.
Key Challenges in the Transition
Tactical Excellence vs. Strategic Leadership
Operations managers solve problems and optimize execution—that’s what makes them great. But leadership isn’t about fixing everything yourself. It’s about identifying the right problems to solve and guiding the business forward.
One of the hardest lessons I had to learn was this:
Instead of asking, “Did I fix this problem?” start asking, “Did I move the business forward?”
It’s a subtle but critical shift. Leaders have to trust their teams to handle the day-to-day while they focus on long-term priorities.
The Trap of Majoring in the Minors
Early in my career, I was obsessed with details. I would map out every risk, every possible outcome—convinced that more information meant better decisions.
Then, my boss gave me a reality check. I had spent days writing up a 10-page report on a proposed process change. He glanced at it and said:
"Cool—I don’t care. One page. Bullet points. Double spaced."
That moment changed how I communicate as a leader. Leadership isn’t about knowing every step—it’s about distilling complex ideas into clear, actionable insights. If you can’t get your point across concisely, you’re losing influence.
The Shift from "All the Details" to "Optimal Information"
In operations, we’re trained to gather as much data as possible before making a decision. But as a leader, you don’t have that luxury.
The sweet spot? 65-70% of the information.
Below that, you’re guessing.
Above that, you’re overanalyzing and slowing down progress.
Instead of asking, “Do we have every answer?” start asking, “Do we have enough to move forward?”
More data isn’t always better. Too much leads to decision paralysis.
Learning to Speak the Language of Business
In operations, you work with people who understand processes. As a leader, you work with finance, sales, legal, and marketing—and they don’t care about the details.
I learned this the hard way. Early in my leadership transition, I would explain process changes in intricate detail, thinking that clarity came from depth. But I quickly realized that if my message isn’t landing, it’s not always their fault—it’s could be mine.
The key is translating operational insights into business impact:
Instead of “This workflow change improves efficiency,” say:
“This reduces costs by X% and improves turnaround time by Y days, leading to higher retention.”
If you want to drive change, learn to speak the language of impact, not process.
How to Make the Transition Easier
Create a Decision-Making Framework
One of the hardest parts of stepping into leadership is making decisions faster and with less certainty. Early on, I found myself debating every priority from scratch, which slowed me (and my team) down.
So, I built a simple decision-making framework to create consistency:
Impact > Urgency > Effort
Does this decision move the business forward in a meaningful way? (Impact)
Does it need to happen now, or can it wait? (Urgency)
Do we have the right resources to execute efficiently? (Effort)
If a decision lacked impact, it got deprioritized.
If it was urgent but low impact, we reconsidered why we were doing it.
If it was high impact but high effort, we found ways to simplify execution.
Having this framework meant I spent less time debating priorities and more time leading with confidence.
Stop Seeking 100% Certainty
If you wait for perfect data, you’ll never act.
Learn to operate with 65-70% confidence—that’s enough to make an informed decision while maintaining agility.
Perfect is the enemy of progress.
Let Go of Being the Expert in Everything
Ops managers thrive on knowing every detail. Leaders thrive on hiring and trusting the right people.
Your job isn’t to have all the answers—it’s to ask the right questions.
Communicate for Impact, Not Detail
Ditch the dissertations.
Bullet points. One page. Get to the point.
If you’re explaining too much, you’re losing influence.
Leadership Is About Letting Go
The biggest lesson? Stop majoring in the minors.
The shift from operations to leadership isn’t about working harder—it’s about thinking differently. Instead of focusing on perfection, focus on progress.
The conversation at Qualia Leaders Lab reminded me just how many people are navigating this shift—and struggling with it. If that’s you, know this: it gets easier. But only if you’re willing to let go of the habits that made you great in ops and embrace the ones that make you great as a leader.
