When I first walked into the Chicago distribution center, it was pure chaos.

Inventory from multiple warehouses had just been dumped into this one facility. The racking was inadequate, the pick area hadn’t been rightsized in decades, and the staff was working overtime just to get orders out the door. There weren’t enough leaders. Inventory accuracy was around 30%. Saturday shifts were routine, not to get ahead, just to catch up.

But the real problem wasn’t the systems or the layout. It was fear.

As I met with team members, I could feel it. This facility had survived the consolidation of several others, and the people there believed they were next. Some of the supervisors were doing everything they could to keep things afloat, but there weren’t enough resources or time to make real improvements. The mood was anxious, stretched thin.

That was the moment I realized something important:

I knew what needed to be done—but charging in to “fix it” would have failed.

The Big Idea: Great Consultants Don’t Fix. They Coach

In both leadership and consulting, there’s always a temptation to show up as the hero, to find the broken part and fix it fast. But over the years, I’ve learned that operational excellence isn’t about what you do, it’s about what they believe they can do.

True change happens when you stop trying to fix people’s problems for them and start coaching them through the process instead.

That starts with listening, really listening.

Diagnosing Is Easy. Listening Is What Creates Change

I’m a go-getter by nature. When I see a mess, I want to jump in, clean it up, and show results. But I’ve learned the hard way: fixing the process without earning trust from the people can make things worse.

That’s why, in Chicago, I didn’t rush to rearrange the warehouse or slap down a new SOP. I took a breath and talked with the floor leaders first, not the ones with titles, but the ones the crew listened to. The people with quiet influence. The ones everyone looked at when they weren’t sure what to do next.

I shared the vision. I asked questions. I made it clear this wasn’t about replacing anyone, it was about building something better together. Once they were on board, they helped carry the message to the rest of the team.

From there, we mapped out new layouts. We got the racking we needed. We presented a business case with a real ROI, and it was approved.

One year later:

• Bin-level inventory accuracy hit 99%.
• Orders shipped on time.
• Profits went up.
• The team didn’t just survive, they thrived.

Not because I fixed it. Because we coached through it.

Every System Problem Has a People Layer

I’ve seen it again and again in my consulting work.

I’ll walk into a project thinking we’re there to look at systems or workflows, but within ten minutes, it becomes clear: what’s broken isn’t just the process. It’s the culture. It’s communication. It’s the lack of feedback, clarity, and psychological safety.

I’ve had site visits where sales reps brought me in to “move product,” and within minutes, it turned into a therapy session. Department heads venting. Mid-level leaders overwhelmed. Good people are scared to speak up.

You know what I’ve learned? Sometimes the real consulting deliverable isn’t a new process. It’s permission to be honest. It’s reassurance that their frustrations are valid. It’s giving overwhelmed teams a space to be heard and then offering tools to act.

That only happens when you approach work like a coach: not from above, but alongside.

Work With What’s There—Then Elevate

Consulting isn’t about burning things down. It’s about seeing what’s already in place, what talent, what ideas, what heart is already in the building—and helping it rise.

Some of the best operations I’ve turned around didn’t need new systems. They needed someone to recognize the underutilized leader in Receiving. Or the picker who always has a better idea but has never been asked. Or the line supervisor who’s burned out from carrying too much for too long.

Operational excellence isn’t about beginning from nothing. It’s about building a team that can execute consistently and confidently, because they understand the mission, they feel invested in the process, and they trust the leadership guiding them.

Honor the People, Not Just the Process

When I was younger, I didn’t always get that.

I saw people to an end. As cogs in the machine. I didn’t think I was doing anything wrong; I was just trying to hit the numbers.

But then one day, I realized I was being treated the same way by the people above me. And I hated it.

That moment changed everything. I started to wonder: If I feel ignored, overlooked, and burned out, what must everyone else feel like?

So, I changed—slowly, consistently. I started taking a genuine interest in people, not just what they could do but who they were. And while some were skeptical at first, trust grew over time.

People can spot the difference between performance and authenticity a mile away. When you take a real interest in their success, when you consult like a coach instead of a critic, they lean in.

And once that happens, the results take care of themselves.

The Takeaway: Operational Excellence Starts with Respect

Operational excellence isn’t about tightening screws. It’s about unlocking people.

You need processes, yes. Systems, metrics, ROI—absolutely. But none of it sticks without trust. None of it sustains without culture. None of it works without people who believe they matter.

Whether you’re leading a warehouse team or consulting with an executive board, the goal is the same: build systems that respect the humans who run them.

That’s what a great coach does. And that’s what the best consultants should do too.

Next in the series: “Faith, Forklifts, and Fulfillment: How Service Shapes My Leadership”

Follow the full 5-part series on purpose-driven leadership in logistics. Share this with a colleague who leads by listening and coaches with purpose.