Crisis Management / Organizational Turnaround
My career has been built upon leading change. Even the best CEOs are not necessarily equipped to help turn around a floundering organization. Nor are they always capable of leading dramatic change initiatives, particularly if they have been in office for a number of years. On those difficult occasions when nonprofits face serious crises, ranging from personnel scandals to a dramatic loss of revenue, outside expertise is often the only way to overcome the daunting realities. Turning around a struggling enterprise requires the ability to make difficult and often unpopular choices. It has long been clear to me that leadership is not for the faint of heart. If my goal were to be loved above all else, I would never have succeeded as an executive and nonprofit turnaround specialist.
The ability to challenge the status quo and to do things differently lies at the heart of managing crises and leading change. While I am always conscious of people’s feelings, and I never recommend change for its own sake, I am not afraid to make bold decisions, the very decisions that make the difference between success and failure in the nonprofit world.