The Headhunters, LLC

What Kind of Operations Leader Do You Need?

The Headhunters have carved out a niche in placing operations leaders and building a strong record of success. In the very first discussion I have with the hiring manager CEO or private equity leadership, I always ask this primary question: Are we looking for a wartime leader or a peacetime leader? I frequently get an initial puzzled look, but by the end of the conversation they know exactly what I mean and where we’re headed.

A Lesson from Native Americans

I’ve never been much of a history buff, but I’ve always had a deep respect for American Indians ever since I was a young boy. As an outdoorsman and hunter, I spend a lot of quiet time in the woods. Most of the time, when I am hunting there are no animals in sight. Boring to some but for me that time allows my mind to wander into deeper reflection and thought. Even now, my mind still drifts to imagining what it was like a few hundred years ago for Native peoples, doing exactly what I’m doing in the very same forests where I hunt. They had far simpler tools, yet I often think to myself – they were still more effective than I am today. Much respect for their ingenuity and skill.

A personal takeaway for me here comes from a jumbled historical mix of the Iroquois, Chippewa, Sioux, and Cherokee tribes and leadership.  These tribes had a system designed to handle transitions from wartime to peacetime leadership. When the tribe was at peace, leadership shifted more toward civil chiefs who focused on maintaining governance, resource management, and conducting diplomacy.

Wartime operations on the other hand were a different matter. Wartime requires speed, efficiency, and clear decision-making. In the heat of conflict, the chief needed to mobilize resources quickly, set clear priorities, and achieve immediate results. Survival counted on it. The leadership skills required to thrive in these differing environments are often starkly opposed, and the same chief who excels in wartime may need to adjust significantly to guide their people in peaceful times.

Wartime vs. Peacetime Leadership and Modern Plant Operations

Just like introverts and extroverts, I believe leaders tend to naturally align with one style or the other. Plant managers and manufacturing operations executives gravitate toward a wartime or peacetime leadership approach. Consider these two scenarios:

Scenario A: An industry leading plant that is #1 in its market, and specifically the person who leads that operation.

Scenario B: A struggling plant that has lost its edge, for any of a thousand reasons and its leader.

Both scenarios require skilled leaders, but their approaches are fundamentally different. Iconic companies have gone through this cycle from the pinnacle to bottom of the deepest valleys at Apple, Ford Motor Company, Netflix (before streaming this was a snail mail-order service!), and Domino’s Pizza to name just a few that come to mind. Ask the leaders in Scenarios A and B to switch places and I can say with a high degree of conviction that it is not going to go well.

An example is the turnaround guy for Scenario B needs a tremendous sense of urgency, especially if the business won’t survive without extending its financial runway. Being on the brink of failure is beyond stressful. Add poor morale of the workforce, quality problems, poor processes, and maintenance issues then you have a five-alarm fire on your hands. The turnaround guy has to be adaptable and flexible to triage so the most critical items are dealt with – often in a carefully navigated sequence.

Meanwhile, the peacetime leader in scenario A focuses on operational excellence and continuous improvement. Imagine the plant manager of an industry-leading facility like Coca-Cola or the Ford F-150 assembly line (both have been the #1 seller in their markets for decades) coming into the Monday morning meeting to “shake things up” with some bold new ideas. Are you crazy? Maintain morale, quality, training and development, and new product development or making the best just a little better in the case of motor vehicle.

Embracing Lessons from Native American Leadership for Modern Operations Leaders

The principles behind Native American leadership offer profound lessons for contemporary operations management, particularly when it comes to balancing wartime and peacetime responsibilities.

  1. Adaptability is Key: Just as tribal leaders were able to transition between wartime and peacetime roles, modern leaders must also be flexible. In a business environment, periods of intense competition, product launches, or economic downturns might demand rapid, strategic decision-making. However, in quieter times, focusing on innovation, employee well-being, and long-term growth is just as important.
  2. Crisis Management with Compassion: Effective wartime leadership wasn’t just about winning battles; it was about preserving the people and culture for the future. This idea of “people-first” leadership is important for today’s operations managers as well. During times of crisis—whether a market disruption, a company scandal, or a product failure—it’s easy to focus only on the numbers. However, the real value lies in understanding the human element and addressing the needs of your people, just as Native American leaders did.
  3. Cultural Awareness and Adaptation: Tribal leaders understood the importance of respecting cultural norms while navigating external challenges. Similarly, modern managers should remain aware of the cultural and social context in which their teams operate. Whether managing diverse teams or expanding into new markets, the ability to adapt while respecting cultural differences is crucial for success.

The Takeaway

For companies seeking operations leaders, the critical question remains: Where do we stand on the spectrum of a dire turnaround to optimal performer? Do we need a peacetime leader or a wartime guy? Understanding this distinction is essential for placing the right leader in the right role.

Bill Wednieski is the Managing Director for The Headhunters. Learn more here.

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