Operational Excellence is a Leadership Discipline
What sets high-performing GovCon teams apart – beyond metrics
In government contracting, “excellence” gets thrown around a lot. It shows up in pitch decks, proposals, and annual reports. Let’s be honest, somewhere along the way, it started sounding like just another buzzword.
The truth? Operational excellence isn’t about the right jargon or the most polished dashboards. It’s a leadership discipline and it’s the difference between teams that spin their wheels and those that actually move the mission forward.
The Difference Between Looking Efficient and Being Effective
Here’s the thing: just because something looks organized doesn’t mean it’s working.
That’s what we call efficiency theater – an obsession with appearances. Neat process flows, flashy reports, lots of meetings. But under the surface? Confusion. Rework. Burnout.
Real performance feels different. It’s focused. It’s consistent. It’s rooted in purpose.
You know a team is performing when:
- People understand the mission and how they contribute
- Problems get solved, not just escalated
- There’s a rhythm to delivery, even in high-pressure moments
It’s not always pretty, but it’s real and it works.
Culture Starts with What Leaders Model
There is an Army adage, “soldiers do what leaders check.” While true, what if we flipped that concept and ensure onus starts with leadership behavior?
If you’re in a leadership role, here’s a tough-but-true reminder:
Your habits shape the culture more than any policy ever will.
In addition to the leaders’ habits, leadership must assess organizational behavior. Authors Steve Gruener and Todd Whitaker shared, “The culture of any organization is shaped by the worst behavior the leader is willing to tolerate.”
Leaders set the standard and enforce the culture, values, and behavior expectations.
When leaders are clear, calm, and consistent, teams know what to expect. When we reward critical thinking instead of firefighting, we build trust. When we prioritize people, not just processes, we get better results.
At Sprezzatura, we understand that there is a place for “command and control” in our operations. But we also believe what turns good teams into great ones is coaching, clarity, and ownership.
3 Ways to Build Operational Excellence (Without the Theater)
Let’s talk about where to start.
Get Ridiculously Clear
The biggest performance killer? Ambiguity.
People can’t deliver if they don’t know what success looks like.
Be specific. Be consistent. And don’t assume “they should know” – clarity is a leadership requirement.
Design for People, Not Paperwork
Yes, the process matters. But only if it actually helps.
Too many systems slow teams down instead of lifting them up.
Ask your team what’s working and what’s just noise. Then act on it.
Coach More Than You Command
You don’t need to have all the answers. But you do need to create space for others to step up.
Encourage curiosity. Give feedback often. And let people see that excellence isn’t about perfection, it’s about continuous improvement.
Bottom Line
Operational excellence isn’t something you check off a list. It’s something you lead, every day. It’s in the way we plan, prioritize, and show up for our teams.
At Sprezzatura, that’s how we operate. Not with gimmicks. With real outcomes.
In GovCon, what we deliver matters, but how we deliver it – that’s what sets us apart.