Operations vs. RevOps vs. Sales Ops: What’s Right for Your Business? 

Dec 9, 2024

Operations is the backbone of any business but these days, there are so many versions of it. Now, there's a new kid on the block: RevOps. I’ll break down the similarities, the differences, and help you figure out which type of operations expert is right for your company.

Revenue Operations "RevOps"

My personal favorite is RevOps. In short, the goal of RevOps is to prioritize operational strategies and processes to generate revenue using data. RevOps also focused on aligning sales, marketing, and customer success. Here’s an example of a strategy RevOps would use:

Lead Scoring System:

Need: The client needs to identify which prospects are most likely to convert and generate higher revenue.

• Sales Team: Leverages the lead scoring data to focus efforts on high-potential prospects, improving close rates.

• Marketing Team: Uses the insights to refine targeting strategies, ensuring campaigns attract quality leads.

• Customer Success Team: Applies the data to prioritize onboarding and support for clients with the highest long-term value.

A RevOps expert may be right for you if:

• Your teams operate in silos, causing inefficiencies and missed opportunities.

• You're growing fast and need a strategy to maximize revenue potential.

• Your data is underutilized, and you want actionable insights to drive growth.

Sales Operations “SalesOps”

As a long time sales leader, I also love SalesOps. Sales Operations is all about optimizing your sales team’s performance. The goal is to create efficient processes, provide tools that remove roadblocks, and use data to drive informed decision-making. Sales Ops ensures that your sales team can focus on what they do best—closing deals. Here’s an example of a Sales Operations strategy:

Sales Funnel Optimization

Need: To increase conversion rates, the client needs to understand why deals are getting stuck in a particular sales stage.

Strategy: Analyze CRM data to identify bottlenecks in the sales pipeline. Develop standardized processes and implement tools, such as automated follow-ups, to keep deals moving efficiently through each stage.

A SalesOps expert may be right for you if:

• Your sales process is inconsistent, leading to missed deals and inefficiencies.

• You need tools and systems to help your sales team focus on selling, not admin tasks.

• Forecasting and pipeline management are a struggle.

Operations

Operations is the catch-all term for anything related to systems, processes, and people in an organization. The goal of Operations is to streamline workflows, reduce wasted time, and ensure everyone has the resources they need to succeed. In general, operations can be anything from inventory management to process optimization to cross-team communications.

Here’s an example of an Operations strategy:

Workflow Streamlining
Need: The client is experiencing missed deadlines, duplicated work, and frustrated employees.
Strategy: Perform an audit of each team’s workflows, tools, and communication methods. Implement a centralized project management system and/or communications platform to align teams across departments and create more visibility and transparency. 

An Operations expert may be right for you if:

• You need a generalist to work across several different departments in the organization.

• You want to improve collaboration and productivity across teams.

• You’re facing inefficiencies in internal processes that are affecting growth.

Many businesses recognize the need for operations, but it can be hard to decide which type is best for your company, especially when you're focused on sales and revenue generation. That's why I prefer RevOps—it aligns your operational strategies directly with your bottom line. 

If you're struggling to decide which operations approach is right for you or you're looking to hire an operations expert and need guidance on which is the best fit, reach out to me or book a time on my calendar. I’d be happy to help you navigate the options and find the solution that works for your organization.

The 2-for-1 Employee: Why Business Managers End Up Being Project Managers Too

May 15, 2024

Ok, current business managers, don’t bite my head off. I’m not advocating for businesses to combine these roles, adding to your already full plate. In fact, I believe that the two roles should be separate. However, business managers often end up being project managers by default because smaller organizations may not have the resources to hire two employees, leading to a combination of the project manager and business manager roles.

Why Business Managers End Up Being Project Managers Too

In small businesses, the line between different roles often blurs out of necessity. Limited budgets and lean staffing models mean that employees frequently wear multiple hats. As a business manager, you might find yourself overseeing daily operations while also planning and executing projects. It’s not an ideal situation, but it’s a common one.

Project management requires a specific set of skills and a significant time commitment. However, in the absence of a dedicated project manager, business managers are expected to fill this gap. This dual role can be challenging, but it also offers an opportunity for growth and development.

Why Business Managers Need to Up Their Project Management Skills

Yes, the roles of business manager and project manager should be separate, but it's crucial for business managers to develop project management skills. This is especially true if you’re part of a smaller organization where you might have to step into the project manager’s shoes.

To ensure the success of both your business operations and your projects, you need to be equipped with the right tools and knowledge. Understanding project management principles can help you streamline processes, manage resources effectively, and deliver projects on time and within budget.

If you find yourself filling both the project manager and business manager roles, here are the top three skills I recommend for managing projects effectively:

1. Time Management Learn to use Gantt charts, timelines, and project management software. These tools will help you keep track of tasks and deadlines. Projects often have strict deadlines, and balancing project timelines with your regular business responsibilities requires precise scheduling and prioritization.

2. Scope Management As a business manager, your instinct is to give the client the most value possible. However, that can cause what we call “scope creep” in project management. Scope creep happens when extra tasks or features are added to the project without proper approval, leading to delays and budget overruns. I recommend you read up on change control processes, proper project documentation, and defining scope.

3. Risk Management Business managers typically assess risks at a higher level of the organization. Project managers need to think at a more detailed level based on the project. For example, consider communication risks: What would happen if two team members are not coordinating their tasks? When you’re managing the entire organization, it’s easy to miss the small things that could potentially have a huge impact. My suggestion is to have a risk assessment meeting with your team and create a plan for handling risks.

In Conclusion

While it’s not ideal for business managers to juggle both roles, enhancing your project management skills can significantly benefit your organization and your market value. Embrace the challenge and use it to grow professionally. After all, being a versatile leader who can manage both business operations and projects effectively will make you invaluable.

Positive Accountability. It’s Possible!

May 2, 2024

Accountability. It’s one of those words, like 'moist,' some people hate it because of the feeling it gives them or what it reminds them of. For managers, it usually means write-ups and PIPs. For some, it’s a condition that forces you to do something you don’t want to do. For me, it’s paying for a trainer because I don’t like going to the gym but if I set an appointment, I will hold myself accountable to my schedule and the goals I set for myself.

What if I told you that accountability doesn’t have to be negative? In fact, I truly believe that if you can create a culture of positive accountability, your business will be successful. I built my business management process around POSITIVE ACCOUNTABILITY. WHY? Because it’s just a part of who I am. It’s one of my core personal pillars. I set goals and chase them relentlessly. Yet, I'm kind to myself and my team even when things go wrong.

Here’s how I create a culture of positive accountability:

• Share the Vision: I clarify company goals, mission, and targets. Then, I help each team member connect the company’s goals with their personal goals.

• Set Clear Expectations: I help the team create SMART goals. This is made up of not only numerical targets but documented actions and behaviors each employee will execute to accomplish their goals.

• Coach Consistently: I never stop coaching. As a mom, it comes with the territory, but the same way I am constantly making sure my kids are doing their best. I feel the same about my team. I can’t help it; their growth and development are always on my mind.

• Regular Follow-Ups: I’m all about diving into the trenches with my team and supporting their journey. It’s important they know I'm tracking their progress, applying their feedback, and investing in their success.

Now, let’s address the 'write-up' portion of accountability. As a manager, it SUCKS to write someone up, and it’s even worse for the employee.

Here’s how I make an unfortunate situation positive for both parties:

• I approach the conversation with empathy and LISTEN. This is still a two-way conversation.

• I remind the employee how much coaching I provided.

• I encourage the employee to devise their improvement plan. I see better results when the employee feels they’ve created their success plan.

• I reiterate my commitment to their growth and success.

• I check for clarity on their commitment and my expectations.

• I end on a supportive note, offer encouragement, and ask them to try and see this as a learning opportunity.

• I sincerely THANK THEM for their time. I want them to leave feeling respected.

• Managing a business and leading a team takes dedication to refining your leadership skills.