Your phone buzzes at 7:15 on a Wednesday. It’s your new Operations Manager, the guy you promoted off the tools four months ago. He’s not calling about a decision. He’s calling to tell you about one, so you can tell him if it’s okay. A customer...
How leaders unintentionally train their people to stop deciding Your ops manager texts you at 7:15 on a Saturday morning. A customer wants to move Monday’s job to Wednesday. That’s the whole message. Not a problem, not an emergency. Just a schedule change...
You posted the role. You interviewed. You made an offer. Three months later, the person isn’t performing the way you expected. And when you try to describe the gap, what you wanted vs. what you’re getting, you realize the description keeps shifting depending on what...
By 10 in the morning you’ve already made thirty decisions. Which crew goes to which job. Whether to approve the equipment purchase. How to handle the customer complaint that escalated overnight. Whether to let the estimator send that bid or review it first. None of...
On paper, your operations manager runs operations. Your sales lead runs sales. Your production manager runs production. The boxes are there. The lines are drawn. The titles are real. But when something goes sideways, a crew conflict, a customer escalation, a job that...
