Every creative operations leader has heard it: “This process is too complicated.”
It’s a frustrating critique, especially when you’ve invested time in designing workflows to make things easier, not harder. Yet instead of embracing the structure, partners push back, claiming it slows them down or adds unnecessary steps.
In a recent RoboHead LeaderLab discussion, participants echoed this exact struggle. One shared: “People just feel like they know better.”
So why does “complexity” become such a sticking point—and what can you do about it?
The Truth Behind “Too Complex”
When stakeholders say your process is too complex, they usually mean one of three things:
- They don’t understand the why. If people don’t see the value, every step feels like an obstacle. As one LeaderLab participant noted: “It all comes down to finding a way to help people understand why the process is important.”
- They lack perspective. Without visibility into the full workflow, steps appear unnecessary. “Projects start early or bypass processes because people just feel like they know better,” explained one leader.
- They confuse structure with rigidity. A structured process isn’t meant to kill creativity—but when flexibility is missing, it can feel like bureaucracy.
“Too complex” is often shorthand for “I don’t see what’s in it for me.”
How to Respond Without Dumbing It Down
The temptation is to strip out steps to appease critics. But cutting corners can create bigger problems—missed reviews, unclear ownership, and costly mistakes. Instead, LeaderLab members shared ways to address complexity concerns without abandoning accountability.
1. Translate Steps Into Benefits
Don’t just explain what the process is—explain why it exists. For example: an intake form isn’t about busywork; it ensures your creative team has the information needed to start without rework.
As one participant suggested: “Show the big picture and connect the dots for people. There are certain requirements you just can’t ignore.”
2. Create Flex Points
Not every situation demands the full playbook. One LeaderLab participant lives by an 80/20 principle: “80% needs to be in RoboHead, maybe the other 20% can operate outside of it.”
This kind of flexibility shows empathy without compromising consistency.
3. Visualize the Impact
Complexity becomes more acceptable when people see the volume you’re managing. One team literally printed every active project and posted them in a shared space. The effect was immediate—stakeholders realized the process wasn’t arbitrary; it was survival.
4. Share Accountability Data
Keep a record of when process shortcuts cause delays. Keeping your project management tool up to date, even if it’s done after projects are complete, creates an opportunity to hold people accountable with data.
When partners see how “shortcuts” actually add time, the complexity argument loses weight.
The Takeaway
When people say your process is too complex, don’t rush to simplify it away. Instead:
- Explain the why behind each step.
- Add smart flexibility where possible.
- Make workloads and consequences visible.
- Use data to prove the process saves time in the long run.
The real challenge isn’t complexity—it’s perception. And when people understand that process protects their time, reduces chaos, and helps the team succeed, complexity starts to look a lot more like clarity.
