I grew up in Utah farm country, and you pick up a lot of good folk wisdom out there. One of my favorites is, "Good fences make good neighbors." When I use this in business, I generally refer to contracts as 'fences', fences between clients, vendors, and contractors.

But what about internal fences? How do fences work in your own organization?

Well, it's simple: Communication Protocols and Clear lines of responsibility!

Many years ago, I was working in manufacturing right out of the Navy. I needed circuit boards being finished in assembly for a $4 million order. The boards were done, put on a shelf, and got stuck between departments because of a tiny technicality, the wrong shelf, while the responsible person was at the dentist. Three hours of internal friction later, we missed the shipping deadline.

The point is, what steps have you put in place for contingencies like this?

When I’m doing a Turnaround Avoidance review, I seek out these issues. Real consulting isn't like the two Bobs in Office Space asking, "What would you say ya do here?" It's about engaging each department and asking, "What obstacles keep you from being able to do your best work?"

I often find chaos because no one is sure who is responsible for what, where information is supposed to flow, or even where to find out. That lack of communication and confusion costs time, money, and focus, ultimately affecting your bottom line.

If you don't define those clear lines of responsibility, the internal friction will eat up the organization. You'll be calling me for Turnaround, not Turnaround Avoidance; assuming the phone still works!

Ask yourself: Are the fences inside your company clearly marked?

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