Six Ways to Sunday—or Six Ways to Undermine a Great Operation
Hard-earned lessons from the field on how well-intentioned teams can lose their way—and how to realign before it’s too late.
The examples shared in this article are drawn from past experiences across various points in my career. They are not intended to criticize any individual or organization but to illustrate common challenges and operational lessons that may be useful to others working in similar industries.
You’ve probably heard the phrase “six ways to Sunday”—meaning thoroughly, or in every possible way. It’s usually used to describe diligence or intensity: “We checked it six ways to Sunday.” (Martin, 2023)
But over the years, I’ve seen something different. I’ve watched organizations—filled with smart, well-meaning people—work incredibly hard and still miss the mark. Not because of apathy or lack of effort, but because the structures, roles, and systems weren’t aligned to support the outcomes they were chasing.
Success in any operation is rarely about trying harder. It’s about creating clarity, building the right team, and staying disciplined about where energy goes. These six patterns don’t just cost money—they erode culture, morale, and momentum. If you recognize any of them, take heart: they’re common, but they’re also fixable.
1. Putting the Wrong People in the Wrong Positions
In 2005, I joined American Coach Lines in Orlando just as the company landed a major new contract. The growth was sudden and significant—but the leadership team wasn’t prepared to manage it.
People were working hard, but the operation was underperforming across the board: service reliability, safety, customer satisfaction, and financials. The problem wasn’t effort—it was misalignment. Talented people were in roles that didn’t fit their strengths.
This is a trap many organizations fall into. Someone gets promoted because they’ve been loyal, not because they’re the right fit. Or a role is filled too quickly without thinking about what success really looks like in that seat.
The Learning: Even the best strategy can falter if the team isn’t built to execute it.
2. Operating Without Proper Controls
At Coach America in Las Vegas, we had a long-running airport shuttle contract generating $8 million a year in revenue. On paper, it looked like a success. In reality, the operation was losing $2 million annually.
Why? Outdated vehicles, poor oversight, and unchecked fare leakage. The operation lacked the systems, accountability, and tools to manage performance effectively—and that cost real money.
What makes this kind of issue so dangerous is that it often flies under the radar. Leadership might see high-level numbers and assume things are working—until the losses become impossible to ignore.
The Learning: Visibility and control aren’t about micromanaging—they’re about empowering teams with the right data and systems to deliver sustainable results.
3. Letting Salespeople Wear Too Many Hats
At Arena Americas, the sales team wasn’t just closing deals—they were also expected to manage project delivery. That meant they were in the field executing, often for weeks at a time, instead of cultivating new business.
The result? A dry pipeline. Revenue became unpredictable. And despite their dedication, the system was working against them.
In most organizations, your top performers want to help beyond their core role. But when expectations aren’t clearly defined, even the most talented people get stretched thin—and performance in all areas suffers.
The Learning: Focus and clarity in roles lead to healthier teams and stronger results—for individuals and the business alike.
4. Neglecting the Core Business
Alliance Bus Group built a strong reputation in commercial bus sales, particularly among public transit agencies. But a strategic shift toward coach sales diverted key resources away from the core business.
What started as an effort to expand ended up straining internal teams and alienating longtime clients. Sales cycles lengthened, service dipped, and momentum slowed.
There’s nothing wrong with diversification. But when it pulls attention and accountability away from what made you successful, the long-term cost often outweighs the short-term gain.
The Learning: Growth works best when it builds on your foundation—not when it competes with it.
5. Failing to Plan Properly
Disney’s Minnie Van service was one of the most innovative transportation additions I’ve seen. It met a real guest need and generated strong early enthusiasm.
But behind the scenes, the planning process left gaps. The team leading the project lacked deep transportation experience, which led to flawed fleet selection, misaligned cost models, and operational challenges that drove expenses up.
The idea was great. But execution depends on bringing the right voices into the room early—and planning not just for launch, but for scale.
The Learning: Creative ideas thrive when grounded in practical planning, cross-functional input, and operational reality.
6. Stretching Oversight Too Thin
Finally, during a recent assignment, I worked with a company that launched a new operation three hours away from its closest support facility. On paper, the distance seemed manageable. In practice, it created breakdowns in communication, performance, and culture.
Without proximity, leaders couldn’t coach, inspect, or respond quickly. Problems that should have been caught early turned into larger issues.
It’s not about being everywhere at once—but your people need to know they’re supported. Oversight means more than reports and dashboards. It’s about having a presence—physical or otherwise—that builds accountability and trust.
The Learning: Proximity enables connection, and connection fuels performance.
Final Thought:
None of these issues happen because people stop caring. They happen because decisions, systems, and priorities drift slowly out of alignment. The good news? They can be realigned—often with less disruption than you'd expect.
Strong organizations aren’t perfect, but they are intentional. They invest in role clarity. They pay attention to early warning signs. And they stay grounded in their mission, even as they grow and evolve.
If you recognize one of these patterns in your own organization, don’t wait for a crisis. Take the time to pause, assess, and adjust.
Because success—like failure—can show up six ways to Sunday. And it starts with what we choose to see and address today.
If any of these challenges sound familiar, you're not alone—and you don't have to solve them alone. At Bus Business Consultants, we work alongside operators to realign strategy, strengthen culture, and build systems that support sustainable success.
To explore how we can help, visit busbusinessconsultants.com.
Reference:
Martin, G. (2023, December 20). Six ways to Sunday - meaning & origin of the phrase. Phrase Finder. https://www.phrases.org.uk/meanings/six-ways-to-sunday.html
Great article!
Another great article Brian! Leaders in any service oriented business can learn from the concepts you delve into here! A very powerful read!