114: Are You An Ops Exec Who’s Afraid of Becoming Obsolete?

Find the full transcript, and more resources for operations executives, at YourFutureRealized.com/114.

There’s this story about Prince at the 2007 Super Bowl halftime show, and it goes like this: Right before he went on, people were worried about the rain. It was pouring. The director called him and said, “Hey, it’s really starting to come down—are you okay?” Prince’s answer simply was: 

“Can you make it rain harder?”​

I love this story. It’s not just showbiz swagger. It’s a mindset. And it’s the kind of energy I want for operations leaders: you don’t hide from the storm, you face it. You’re willing to look at the chaos with clear eyes, and a low center of gravity, and say, “Okay, then, bring it on.”

In this episode, you’ll hear how to build that kind of steady confidence and use small reinventions to keep going no matter what’s coming at you. 

Transcript

There’s this story about Prince at the 2007 Super Bowl halftime show, and it goes like this: Right before he went on, people were worried about the rain. It was pouring. The director called him and said, “Hey, it’s really starting to come down—are you okay?” And Prince’s answer simply was, “Can you make it rain harder?”​

I love this story. It’s not just showbiz swagger. It’s a mindset. And it’s the kind of energy I want for operations leaders: you don’t hide from the storm, you face it. You’re willing to look at the chaos with clear eyes, and a low center of gravity, and say, “Okay, then, bring it on.”

In this episode, you’ll hear how to build that kind of steady confidence and use small reinventions to keep going no matter what’s coming at you. You can find the full transcript, and more resources for operations executives, at YourFutureRealized.com/114.

Why Ops Leaders Fear Becoming Obsolete

Hey Ops Execs, 

I want to talk about something I hear frequently: that nagging sense you’re stuck, you’ve peaked, or your way of running things might be getting a little obsolete. It shows up when the pace of change spikes, or when your career feels flat even though you’re working harder than ever. You’re getting results, but underneath there’s this worry the game is moving on without you.

If that sounds familiar, there’s nothing wrong. You’re just bumping up against a very normal leadership edge.

Years ago, someone introduced me in front of the whole company as “the queen of reinvention.” I laughed, and I also felt really seen. I’d worn a lot of operations hats, built and led teams, and I’d just been dropped through the cracks in a major re-org. Reinvention was basically my job description.

It wasn’t about being flashy or constantly changing careers. It was about trusting that, even when the ground felt shaky, I could figure out the next version of myself. Confidence wasn’t about my title or having everything nailed down. It was trusting I could keep learning, keep moving, and figure it out as I went.

That’s what reinvention looks like in real life. It’s rarely a big, dramatic reset. It’s small, steady shifts—a mini pivot here, a new skill there, a conversation that nudges or widens how you see yourself.

The fear of getting stuck creeps in when you forget you can do that. When your calendar is all fires, approvals, and “quick questions,” it’s easy to slide into maintenance mode and call it leadership. But you know there’s more in you than just keeping the wheels from falling off.

Here’s what I see about ops leaders: you’re some of the most resourceful humans around. You make things work in less‑than‑ideal conditions, and you see the whole system in a way most people don’t and never will. That ability to hold complexity is the same muscle that makes reinvention possible. The part of you that can redesign a process overnight can also redesign how you see yourself as a leader.

Three Simple Ways to Reinvent Your Ops Leadership

So, let’s talk about what mini‑reinvention can actually look like.

First, carve out a tiny pocket of time each week to look up and scan what’s coming—new tools, new expectations, new ways your company or team is being judged. This isn’t doomscrolling. It’s you asking, “What’s shifting around me that my leadership needs to respond to?” Even ten minutes with a notebook and that question can change how you spend your week.

Next, stretch beyond your usual lanes. Talk to someone outside your function or industry. Listen to a podcast in a field you don’t work in. Read one thing that has nothing to do with your current role. That kind of cross‑boundary learning brings surprising ideas and quietly challenges how you’ve always done things.

Finally, model adaptability in ways your team can see. Maybe you say, “I used to handle this one way; I’m going to try something different this quarter.” Maybe you revisit a decision because you have new information, and you name that openly. Maybe you get 360 feedback and share what you’re working on.

When reinvention is allowed at your level, it gives everyone else permission to experiment too. Over time, your identity shifts from “the person who holds everything together” to “the leader who keeps evolving.”

A Coaching Question to Guide Your Next Move

I’ll leave you with this question: What part of your current leadership approach feels past its expiration date—and what’s one step you’re willing to take to update it? Maybe it’s blocking a tiny weekly “trend‑scan” slot on your calendar. Maybe it’s handing off one decision you’ve been gripping tightly for years. Maybe it’s a conversation outside your usual orbit where you show up as the learner, not the expert. 

Pick one. Name it. Commit to it. Give it a try, and notice what shifts.

If that reinvention idea feels exciting and a little scary, that’s usually a good signal it’s worth exploring. If you want to talk it through with someone who understands, just reach out at yourfuturerealized.com/VIP.

Remember, you can’t stop the chaos, but you can change the game—and I’m always in your corner.