What changed right before things started breaking in your business?

Most operational issues don't show up out of nowhere. They surface right after a transition. Someone leaves, you hire your first real team member, you add new tools, or you (the owner or manager) try to step back. What feels like "sudden chaos" is often the result of systems that worked at one stage but were not built to survive the next.

Operations don't usually fail because people are careless. They usually fail because the business changed and the systems did not.

Transitions expose what was previously invisible: undocumented knowledge, unclear ownership, informal decision-making, and processes that lived in someone's head. Growth, turnover, or even small shifts in responsibility don't create the problems. They reveal them.

Tip: Before fixing anything, identify the transition your business is in.

Sometimes the effects of a transition don't show up immediately. Things may seem fine for a while, especially if people are compensating informally or working around gaps. Over time, those workarounds break down, and that's when delays, frustration, and errors start to surface. It doesn't mean the business failed. It means the transition was never fully stabilized. When those cracks start to appear, the most useful next step isn't jumping into fixes. It's getting clear on what kind of transition triggered them.

Start by asking:

• Did someone leave?
  ​This usually shows up as dropped tasks, delays, or confusion about "who owns what." Start by identifying responsibilities that lived with that person but were never clearly transferred.
• Did we add people?
  ​Growth often breaks informal systems. If new hires are asking lots of questions or doing things differently, look first at role clarity and expectations before adjusting tools or workflows.
• Did the owner step back?​
  When this happens, decisions often stall. Pay attention to approvals, prioritization, and escalation; especially where the owner was the default decision-maker.
• Did we change tools or systems?​
  Tool issues are often workflow issues in disguise. If the tool feels clunky, check whether the underlying process or ownership was ever clearly defined.

Each "yes" helps narrow where to focus first, so you are stabilizing the business instead of reacting to everything at once.

Update:

Lately, I've been spending time helping businesses navigate moments when something changes and the existing way of working no longer holds. What I see most often isn't a lack of effort or leadership, but uncertainty about what actually needs to be addressed first. I'll be sharing more about the common operational patterns that show up in these moments and how to approach them without overcorrecting or rebuilding everything at once.

I've also been having fun building out a new, short-term way to work together: a 30-Day Operations Stabilization designed specifically for these transition moments, when clarity and steadiness matter more than long-term overhauls.

If you're curious, feel free to reply and let me know what kind of transition you're navigating right now.

What specific operational challenges are you currently facing that you'd love to see covered in future newsletters? Reply to this email with your questions.