Leading Operations During The Pandemic: Lessons from the Frontline

The pandemic was an extraordinary time for all of us, but for those of us in operations, it was a crucible—a test of everything we thought we knew about managing teams, processes, and customer expectations.

I remember it vividly. In the first quarter of the pandemic, as businesses were grappling with remote work and continuity planning, we started noticing a shift—an unexpected surge in demand. Customers were scrambling to buy hybrid IT setups, and what began as a manageable increase quickly became a tidal wave.

Suddenly, we were in the middle of a supply-demand crisis. Every customer wanted either one or multiple products, and they wanted them now. The pipeline was everywhere, and our systems and teams hadn’t anticipated such a sudden spike in demand. It felt like firefighting, and for a while, that’s exactly what we did.

But firefighting can only take you so far.

I realized that to navigate this storm, we needed to stop reacting and start planning. I gathered the key stakeholders—marketing, product, the supply-demand team, sales, and of course, my own team. Together, we worked tirelessly to stabilize the situation, and over those weeks, I learned three key lessons that have shaped my approach to operations leadership ever since.

1. Honest and Open Communication with Customers

In times of uncertainty, customers appreciate honesty more than perfection. We made it a priority to communicate openly and regularly with our clients. If there was going to be a delay, we told them. If their orders would arrive later than expected, we provided clear timelines.

The surprising part? Customers were understanding. They valued the transparency, and instead of losing trust, we strengthened it. This reinforced a simple but powerful truth: Communication isn’t just about managing expectations; it’s about building relationships that endure even in tough times.

2. Understand Your Pipeline—Deeply

With demand skyrocketing, we needed to focus on what mattered most. We took a hard look at our pipeline and identified the high-value and high-volume deals that needed priority attention. By aligning our forecasting and planning around these critical deals, we were able to allocate resources effectively and minimize disruptions for our most important clients.

This experience taught me that a well-understood pipeline is a leader’s best friend in operations. It’s not just about the numbers; it’s about reading between the lines, anticipating needs, and staying ahead of the curve.

3. Lean on Your Team—And Beyond

One of the biggest realizations for me was this: No one wins these battles alone. Operations leadership is about collaboration—bringing together people from diverse functions who each have a piece of the puzzle.

Our success during that period was a direct result of sitting down with marketing, product, supply chain, and sales teams, and working through solutions together. It wasn’t just about firefighting; it was about leveraging collective expertise, even when the answers weren’t immediately clear.

This reinforced my belief in the power of cross-functional teamwork. Great leaders don’t have all the answers, but they know how to bring the right people together to find them.

The Go-To Leader in Challenging Times

Looking back, that period was one of the most challenging of my career, but also one of the most rewarding. As a leader, my job is to simplify the chaos, keep everyone focused on the goal, and make sure the customer feels supported—even when things don’t go as planned.

#LeadershipInAction #DrivingExcellence #OperationalImpact #TransformingOperations #ResilientLeadership