June 2, 2015
Steven Schneider

Financial Weakness is a Symptom. Look to People and Leadership for the Cause.

Steven Schneider | Interim CEO, CFO, COO, Turnaround

40 years in public company management, merchant banking and entrepreneurship in multiple industries has left an indelible imprint on me. In the two dozen businesses that I have been involved with as owner, investor, operator or contractor, my belief is that businesses that seek outside help tend to focus on fixes for weaknesses in growth or profitability. Whether it be failing or non-existent cash flow, troubled industries, poor strategic fits, etc. my belief is that the damage was done far before the negative symptoms occurred. Operating and financial weaknesses are the symptoms of the larger illness.

The root cause is always about two factors: people and leadership. A leader creates the culture for his company and that culture is palpable at every level of involvement including the C-suite, middle management, rank and file, customers and suppliers.

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May 4, 2015
William Mince

Helping Your Team Move Through the Four Stages of Learning

William Mince | Interim CEO, COO, Turnaround

One of my early mentors inspired me to restart, after each painful management lesson, by paraphrasing the following excerpt from Teddy Roosevelt’s 1915 speech at the Sorbonne.

“It is not the critic who counts; not the one who points out how the strong stumbles, or where the doer of deeds could have done them better. The credit belongs to the one who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends oneself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if one fails, at least fails while daring greatly, so that one’s place shall never be with those cold and timid souls who neither know victory nor defeat.”

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August 19, 2014
William Mince

Managing Change

William Mince | Interim CEO, COO, Turnaround

As the Red Queen told Alice, “My dear, here we must run as fast as we can, just to stay in place. And if you wish to go anywhere you must run twice as fast as that.” This is often true with most companies, they must grow or the competition will leave them behind. In order to grow faster they must also make changes in their processes. The key to effectively managing change is to create a culture that is willing to embrace change as the new norm. To be effective, you must ensure the whole organization understands that the status quo will no longer be acceptable. The first step in creating a change-management culture is to get everyone’s head wrapped around some very basic definitions:

Management
Organization and coordination of the activities of an enterprise in accordance with certain policies in order to achieve clearly defined objectives

Change
To cause to be different

Change Management
A structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state

Change Agent
A person effective at change management

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February 25, 2013
John Collard

Incentive-Based Management Compensation: If You Want Results, Show Them The Money

John Collard | CEO, COO, Turnaround

Business owners looking to find a way to share the wealth with those required to help create it have an option in incentive compensation (IC). This concept rewards performance and teamwork that produce results.

If you’re willing to invest in realistic incentives that reward achievement, you’ll reap the proceeds. When employees can see dollar signs, and their goals are clearly stated to clarify direction and eliminate confusion, their mindsets change and they become more creative.

The keys to success with IC are to:

1. Set realistic goals and time frames

2. Hold managers accountable for performance

3. Communicate measurement and reward methodology

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