• Demonstrate genuine concern for
the issues an employee raises and
follow up to answer questions.
• Smile, particularly during one-on-one conversations. Use
jokes only when appropriate and
usually only after a certain level
of trust has been established
with the client’s personnel.
• Engage in small talk; learning a bit
about employees’ personal interests
and sharing information about
their own can help turnaround
professionals develop a sense of
commonality with the client’s
personnel and help to build trust.
• Offering small gestures and outside
social activities can go a long
way in building relationships. For
example, one client hosted a BBQ,
and the turnaround professionals
put on a small firework show at his
lake house. In another instance, a
turnaround professional brought
pastries for breakfast and snacks
for a meeting (resulting in the
CFO joking: “He is so nice—can
we just pay him instead and
not the whole invoice?”)
3 Be Aware of Perceptions
Employees may view a turnaround
professional who is brought in as
interim leader (interim CEO, CFO,
or CRO) as a threat, particularly
after a former executive is let go.
To help dispel this notion, a
turnaround professional should
keep the following in mind:
• Do not be arrogant, pretending to
know everything and having an
answer for every situation. Nobody
is that smart, and employees
will see through the façade.
• Be humble and do not talk
down to a client’s employees,
no matter what positions they
occupy in the organization.
• Admit to mistakes or not
knowing an answer. Turnaround
professionals are human.
• Demonstrate that the professional
is an extension of the client's
personnel and is willing to pitch
continued from page 25
February 12 | 2:00 p.m. – 4:00 p.m. | Acacia Ballroom