Lead from the middle with an operational framework
This week’s blog post is about a multi-purpose tool, the operational framework, that leaders from the middle can use to set the direction for their organization and to communicate across.
What is an operational framework?
An operational framework is a document used to unify, motivate, orient and organize an organization around a common vision to achieve predefined goals within a set-timeframe.
There is no standard template, but an operational framework can consist of the following elements:
· The organizational objectives
· The people
· The policies and procedures
· The systems and processes
· The metrics
· …
Setting the direction for your department
A key role of the middle manager is to set direction for their department, function, or team. This is the foundation to gather individuals as a team, to create a common purpose, and to foster motivation.
In any decent work organization, there is most likely a company mission and vision statement underpinned by a comprehensive strategy. If there is already a documented strategy, is there a need to create yet another document?
Well, it is not uncommon, especially in bigger organizations, to find employees who do not relate to the company strategy. The company strategy might be too general and might not really reflect the day-to-day preoccupations of the employees.
An operational framework can be especially useful to bridge the gap between the company strategy and individual objectives.
Engaging and informing above and across
An operational framework can also be used to proactively engage with the senior management. It provides tangible information on how the company strategy will be delivered in the part of the organization you are responsible for. It also demonstrates ownership and accountability to articulate and drive its implementation. Reviewing the document with your boss or line manager (that’s how you prefer it 😊) is a fantastic opportunity to get feedback, ensure alignment on expectations.
There are also benefits in sharing the operational framework sideways (with peers and other functional areas). Again, it is an initiative-taking way to ensure that interfaces between your department and the rest of the organization are well defined. It is not only a great way to influence across, but it will enable the organization to work efficiently (less risk of organizational gaps and overlaps) towards its strategy and goals.
For a support function, it is also a particularly effective way to reaffirm the service offering for the parts of the organization that is supported.
Building the operational framework
You might think: “well, yet another document…”.
Hold your thoughts, and let’s see if my explanations can help change your mind.
In one page, your operational framework can describe who you are, what you deliver, to whom, how you deliver it, how you measure it, and in which wider corporate or organizational framework you operate.
In one page, you document the direction for your department. And once it is on paper, you can share it, use it as a starting point for discussion, and amend it to consider any changes that will occur in your company.
The bare minimum when it comes to setting the direction for a team or a department is to have a list of objectives or priorities for the new business cycle to come. Ideally, planning starts early enough so that you have a first approved revision as the new business cycle starts.
For many years, I used a traditional table with a list of objectives and a short description. Some of these objectives can be further detailed in a charter, project plan, or whatever your company governance will require.
This is a good start, but it lacks the people side of things and the connection and interfaces to the wider business.
Here is an example of a one-pager operational framework. It is just an example. You can build it in any shape or form that would fit your needs. The most important is that you feel that you own it.
Let’s break it down.
The people block
This block represents your department or organization.
The foundations consist of the mission, vision, and values. They will indicate who you are as a department, what is your purpose and importantly, what behaviors and characteristics you expect to display.
The strengths are the characteristics of your organization that you want to highlight. This is the added value that your team members are bringing to the wider organization.
Finally, the organizational goals represent the development areas that you have identified, and you want to develop in the mid to long-term. They can be centered around your department or can directly support a specific direction that the company wants to follow.
These three sub-blocks cannot be done in a vacuum. As this represents your team identity, you must involve your organization in building “the people block”.
The customers block
The customers can be internal, external stakeholders, or both. They benefit from the deliverables of your organization. It may seem obvious to you, but this information can be very valuable when it comes to aligning interfaces with your peers. It is also representative of the complexity of the environment you are operating within.
The references block
This block refers to all the key framework documents that your department operates within. Like your department foundations cannot be defined in a vacuum, your operational framework must fit in your company´s strategy. Remember, the operational framework bridges your department activities with the wider corporate mission.
The metrics block
What can be measured, can be managed. The metrics block provides an exhaustive list of all the indicators necessary to monitor the performance of your department. They might be companywide or specific to your department.
The objectives block
This block is the usual list of objectives. You do not need to have too many of them. But the objectives you have selected with your management team shall have a rationale (why this objective), a description, the change we expect to achieve and how successful completion of the objectives will be achieved. You can sign post to a longer document (i.e., 4 box template, objective charter, project plan, etc....). Keep the information to the minimum. The principle is to ensure the information related to your business cycle objectives is visible and is now connected to the other boxes of the operational framework. Like the other elements we reviewed, they do not exist in a vacuum. They serve a wider corporate purpose.
In conclusion
You can add or remove blocks. There are many templates available. This will mostly depend on your context and needs.
There is absolutely no rocket science in any of the blocks we have reviewed. The information they cover is simple good business practices.
Though all these blocks have an intrinsic value, when put together in the operational framework, they complement and enhance each other. They provide a comprehensive picture of your department’s role and direction in the wider context of your company. This is where the strength of the operational framework resides.
Once you have documented your operational framework, do not rest on your laurels. You now need to actively communicate it across, to your team (so it also becomes theirs) and to your key stakeholders. The worst that can happen is that you receive no feedback. Use it a silent approval and consistently refer to this document during the coming business cycle. On the other hand, you might receive questions, comments, and challenges. Embrace them. They will make your operational framework even stronger.
Finally, the operational framework is not a static document. Many things can happen during a business cycle. Adjust and update the document accordingly so it remains adequate and relevant.
Still not convinced?
Give it a go!
Or share your thoughts.
What are your best practices to communicate the direction of your department for the next business cycle?