How much people skills does operations actually need?

Operations is all about processes and systems.

We map workflows. We build SOPs. We design controls. We optimize, standardize, and systematize. That’s the work.

But here’s the thing: people are the ones who make those processes run.

And most operations people — if we’re being honest — got into this work because we like managing processes. Not people.

We like getting things done. We like fixing what’s broken. We like the satisfaction of a system that works.

Managing personalities? Navigating resistance? Doing the “dance” to get buy-in? That’s not why most of us signed up.

And yet.

This topic came up towards the end of our last COO Table. A room full of operations leaders, and someone asked: how do you go from managing processes to managing people?

It sparked something. Because so much of operations is actually people. Getting alignment. Building trust. Understanding what motivates different people. Knowing when to push and when to slow down.

You can design the perfect process, but if the people don’t come along, it doesn’t matter.

So how much people skills does operations actually need?

I don’t have a clean answer. But I think it’s more than most of us want to admit.

The tension is real. We want to drive things forward. We have deadlines. We have stuff to fix. And sometimes it feels like we shouldn’t have to “manage around” personalities to get work done.

But we do. Because people are the system.

I’m curious how other operations leaders think about this. Is this something you’ve figured out? Something you’re still wrestling with?

If this is a topic you’d want to dig into with peers, we’re considering it for an upcoming session of The COO Table — a monthly virtual roundtable where mid-market COOs and senior operations leaders meet to discuss one operations question candidly with peers. Small group, one hour, run under Chatham House Rules.

Would you want to be part of this conversation? Let me know.