Lessons From the Turnaround
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Transcript of Lessons From the Turnaround
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Turning Around the Performance of an Agency:Lessons Learned from the Front Line
Alistair Deakin, CEO of KaleidaCareAlso featuring Michael Redden, CEO New Horizons,Stacy Bruce, CEO of Caring Family Networks
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Introduction Presentation Target AudienceNew leaders stepping into an organization in
need of a turnaround in performance
Existing leaders who want to eliminate significantdysfunction
Anyone who wants to help or understand thechallenges of leadership in those situations
This is not about taking good to greatits abouteliminating significant problems in an organizationand improving their chances to survive and thrive.
Goals of PresentationA framework for decision making
Specific challenges and questions
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Visual Map
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Confidence
in thenumbersA CEOs main job is to make sure that all the
gears of the organization are synchronized. Thisrequires understanding how each part works andabsolutely requires a handle on the numbers.
Without understanding how the numbers work,
control is an illusion and disaster is probable
Some numbers are common to all organizations:Budgets, cash flow, P&L, Balance Sheet. Someare particular to your organization.
I believe there are two kinds of numbers PastPerformance and Levers for Future Performance
Dig, dig, dig, until you have confidence. Gethelp if you need it. There are no stupid questions
other than the one you didnt ask but should have.
Without margin, there is no
mission. Sister Irene Kraus,
Daughters of Charity.
Run out of cash, and its all
over and nothing else matters.
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Confidence
in thenumbersWhat numbers are important to your
organization?
What could happen if the numbers slipped?
Where does your confidence in the numberscome from?
Does your team believe you understand all thenumbers?
Can you ask questions about any number so thatyou couldnt be fooled?
Questions for groupdiscussion
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Assess the
organization Do not delegateKeep a Journal First impressions count!Look at the numbers firstReview critical legal documentsInterview people at every level inside and outside
the organization- People will not tell you the whole truth- People will not be proactive in coming to youwith facts unless they want something- Many people are motivated more by loyalties topeople they are familiar with than the mission of
the organization.- Unless you know you are an insider, you are anoutsider, and they will tend to say what they thinkyou want to hear- Especially if there has not been accountabilityfor owning facts and the truth
You need to know what youre
dealing with first. Think: What
are the major threats andwhat are my resources?
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Assess the
organization Have you read the major contracts that impact yourorganization?
Do you know who your team considers thestrongest and weakest members? Is there consensus
between what your key managers believe, and whatyour line staff believe?
Why did you win or lose your last five customers orcontracts?
How do you track intelligence given to you?
Questions for GroupDiscussion
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Right
People on
the Team
You just inherited a team thatput the cart in the ditch.Which of them can help get it
out?
The right people on the team, in the right places isthe single most important influence on long termsuccess.
Having the wrong people on the team drains energy,
undermines your leadership and changes the dynamicsof the whole company
You might not need to hire everyone new, but youcertainly need a critical mass of people totally loyal toyou.
Trust your gut on first impressions of people:familiarity clouds judgment
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Right
People on
the Team
Questions for GroupDiscussion
Would you hire the people you have on your team?
Do you understand how your organization attractsand retains top talent?
Has your organization shuffled poor performers fromjob to job?
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Work to a
plan
As much as anything, youneed a framework for sayingno while faced with an
overwhelming competition foryour yes from ideas that allsound good.
Start with a framework and principles that dont
change
Promote ownership at lower and lower levels.
Get past proprietary thinking
Narrow to your core competency
Look for technology accelerators
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Work to a
plan
Questions for GroupDiscussion
Can you explain your plan in 2 minutes or less?
How many people in your organization could explainyour plan to your satisfaction?
Who has validated your plan outside yourorganization?
Does your plan have clearly measurable objectives?
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Own the
Heights
This is based on my mostcritical failures. You needto own all the castle walls.
What you leave alone might well be your downfall
You should be included and comfortable with allcritical relationships that impact your organization. No
eggshell walking!
Take advantage of the leadership honeymoon to getinside
Know what the commanding heights of yourorganization. You need to own them on behalf of theorganization, not any one person.
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Own the
Heights
Questions for Discussion
What initiatives are mission critical to yourorganization?
Are there sacred cows in your organization that
you dont feel comfortable investigating?
Can you walk into any relationship?
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Empower
the Team
Regard your soldiers as your children,and they will follow you into thedeepest valleys. If, however, you areindulgent, but unable to make your
authority felt: then your soldiers mustbe likened to spoilt children; they are
useless for any practical purpose.-Sun Tzu
Character and loyalty essentialWillingness to
face brutal factsown results
maintain unwavering commitment andhope
Make sure you have confidence in the people youare empowering and be prepared for them to makedecisions you disagree with
Make them earn increasing levels of
trustPraising good decisions is just asimportant as criticizing bad onesImportance of leadership andempowerment at all levels
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Empower
the Team
Questions for GroupDiscussion
What was the last major mistake made by anindividual at your organization?
What did you do about it?
What explicit instructions have you given your teamabout taking initiative?
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Win the
CultureBattle
Culture is what happens whenyou arent watching
The culture should be about performance andexcitement to make the strategy work.
Use pilot projects to create quick wins and developwinning attitudes.
Its a flywheel momentum builds slowly, on the
backs of many smaller events Changing habits and ritual are critical New hires need to understand their role here
Manage your popularity / political capitalBe careful with unpopular decisions thatdont really make a big difference Make all the unpopular decisions you needto quickly, try not to drag them outEarn some points too (unwinding policies
that were necessary due to previous culture)
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Win the
CultureBattle
Questions for GroupDiscussion
How do you measure your culture?
How would you describe your culture?
How would different people in your organizationdescribe your culture?
How would your customers describe your culture?
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RapidDecisionMaking Need to break out of mass all-inclusive committees
Empower smaller groupsPromote trust and communication between
leadershipMistakes better than paralysis
CEO needs to be aware of appropriate processesand balance of process and performance
Create culture of executionNarrow the scope so you can create execution
cultureNeed to say no to projects and commitments on
outsetBreak massive projects into smaller, tighter projects
that get finished and can be measuredPoint to benefits to all of new plan as rationaleExpect to negotiate out of previous longstanding
albatross commitments
Keep pushing down accountability to lower levels
Ready, Aim, Fire notReady, aim, ready, ready..
How your organization makesdecisions is the most tellingindicator of your leadership.
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RapidDecisionMaking
Questions for GroupDiscussion
How many standing meetings are held in yourorganization?
Would meetings be different if you participated in
them?
Does every meeting have an agenda and reviewablenotes?
Do any meetings have people that arent needed?
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MatchIncentives to
Plan Compensation plans critical. Financial and Careeradvancement.
Especially in revenue generation positions, but allover
Do they line up with the plan?
Are they appropriate for the personal goals of yourteam?
Over time, all organizationsstart to perform at the level setby the individual incentives of
the team members
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MatchIncentives to
Plan
Questions for GroupDiscussion
Have you personally reviewed the incentive plans?
How are incentive plans linked to meeting yourbusiness plan objectives?
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Communicate
George Bernard Shaw: The
problem with communicationis the illusion that it has been
accomplished
Once isnt enough
One channel not enough
First make sure your core executive group
understands and communicates the same message
Understand how different people connect: Bigpicture, emotional, financial
Enthusiasm and passion are very powerful
Spinning /lying is very destructive
Theres a fine line between the two culture of
accountability for truth.
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Communicate
Questions for GroupDiscussion
How do you know your messages have beenreceived and understood?
Do you have regular, planned channels for
communicating to all members of your organization
How would you describe your communicationstrategy?
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Contact Us:
The KaleidaCare team presenting today:
Alistair Deakin, [email protected]
mailto:[email protected]:[email protected]