In the world of multi-unit management, the transition from single-site leadership to overseeing multiple locations is a significant leap.
It’s a shift that demands new skills, a strategic mindset, and the ability to empower others. Yet, as Prof. Chris Muller highlights in The Leader of Managers, many multi-unit managers find themselves stuck at the ‘super operator line’.
While the word ‘super’ might sound positive, in this context it’s not! No one can do everything well. If you’re struggling to let go of your hands-on, operational approach, then you’re not leading.
The super operator is a familiar figure. You know, the person who excels at running a single site, but struggles to scale that success across multiple locations. This isn’t a criticism of their work ethic or intentions. Instead, it’s a recognition of the challenges involved in stepping back, trusting others, and focusing on strategic leadership.
Here, we’ll explore what being a super operator looks like, share the warning signs, and suggest actionable steps to move beyond this stage. If this resonates with you, download our free guide for a deeper dive into the phases of multi-unit management development and further strategies for growth.
What is a super operator?
A super operator is a multi-unit manager who approaches their role as though they’re still managing a single location. They remain deeply involved in daily tasks, focusing on operational details rather than empowering their managers to take ownership. This can lead to short-term wins but ultimately limits their ability to scale performance across all sites.
As Muller explains:
“The super operator knows how to achieve success in one unit, but their inability to step back and trust others prevents them from achieving consistent results across many.”
Warning signs you might be a super operator
Recognising the behaviours of a super operator is the first step toward growth. Here are three tell-tale signs:
- Over-focusing on details: you find yourself intervening in site-level tasks, such as reorganising displays, checking rotas, or adjusting inventory levels. While these tasks matter, they’re the responsibility of your managers, not you.
- Solving problems instead of coaching: when your site managers bring challenges to you, do you give them solutions instead of guiding them to find their own? If so, you’re inadvertently preventing them from developing critical problem-solving skills.
- Unequal attention across locations: you spend most of your time at struggling sites, leaving high-performing locations to run on autopilot. This approach can demotivate your top performers and create a dependency culture at weaker locations.
How to break free and grow as a strategic leader
Moving beyond the super operator phase requires intentional effort and a mindset shift. Here are the key actionable steps to get started:
Delegate with clarity: trust your managers by setting clear expectations and giving them the authority to own their responsibilities. Check in regularly to provide support but resist the urge to micromanage! For example, create a weekly performance dashboard that your managers update, allowing you to monitor progress without constant on-site involvement.
Adopt a coaching mindset: shift your interactions from directing to coaching. Ask questions that encourage your managers to think critically, such as: “What solutions have you considered?”, or “What do you think the best course of action is?” This approach builds their confidence and decision-making abilities.
Use the period review process: incorporate structured reviews into your routine to ensure a balance between reflection and forward planning. Focus on three key areas:
• The prior period: reflect on what happened, the impact on KPIs, and key lessons learned.
• Big rock action plans: set critical priorities for the next quarter with clear owners and deadlines.
• Team development: identify skills your managers need to grow in the next 30, 60, or 90 days.
What’s next on the multi-unit manager journey?
Breaking free from the super operator mindset is not about working harder, it’s about working smarter and empowering your managers to lead effectively. As Muller rightly says:
“True leaders build capacity in others – they don’t simply carry the load themselves.”
Let’s move beyond operational firefighting and into the realm of leadership that truly drives long-term success.
