By April 15, 2013Leadership, Operations

Last year, I had the opportunity to do a turn-around of an Assisted Living facility in Texas. Often with a turn-around the problems are deeply entrenched in the culture and processes.


The people working there know there’s a problem, know that something has to change, but generally blame everyone else – especially leadership.


When problems are this entrenched, it becomes a vicious cycle. Unfortunately the people are the problem, and a turn-around often involves turn-over. Not because they are bad people, but the change required is too difficult for many employees to make.


With this particular project, I had to be a bull in a china shop.


You can't move forward with a team until you have the right team.

The first employee I fired at the facility was for tardiness and call-ins only a couple of days after I arrived.


One particular employee was fired within a few weeks for gossip.


Guess what: I had very little problem with attendance and gossip after that.


Before I left, only 4 of the original 15 employees still remained.


The most difficult and most important part of building a great team is having the right people in the room.


The more quickly you can help someone find a more appropriate place of employment, the sooner you can move the team forward and find the right person.


A great leader is able to quickly see how someone will or won’t match the rest of the team.

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