Lessons From the Turnaround

8/4/2019 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


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


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


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


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


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


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


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]

Documents

Lessons From the Turnaround