Techniques for turning around underperforming private companies.

1. TECHNIQUES TO RAPIDLY TURN AROUND POOR PERFORMING ORGANISATIONS OR DIVISIONS Bill Winter – wwwsymphony3.com Mindshop Conference 22 May 2010 1

2. Bill Winter Specialist in mentoring and advising owners and directors of private companies Member of the AICD panel of recommended mentors Turnaround specialist of underperforming companies 2

3. It’s Not Rocket Science This session will highlight you must have a vision, a strategy, a plan and measure the results That you can use the tools to sort through the issues That there needs to be a sense of urgency combined with a methodology 3

4. Two Case Studies Company A Private Company Sole Owner Director Key customer is in auto industry Turnover down from $12 million to $8.5 million in four years Owner lost interest in day to day mgt Owner wants to travel and work two days at most No family successor in place No Vision , no mission, low morale No budgets , no KPIs No mgt reviews Key managers lack business skills Meetings ineffective Company B Subsidiary National Company 131 staff , turnover $16 million Four years of losses Employee engagement at 28% Low morale . Union issues Lost child of large corporate Everyone in Senior mgt has an opinion Success depends on volume Business caught in interstate rivalry between State ops and HO COO and Finance manager sacked CEO wants a solution for longer term strategy Lack of compliance and risk mgt 4

5. Situation Company A Company B 5

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8. Begin With the End in Mind 8

9. 30 Days Company A Identify and mind map the issues Personality profiling for key staff One on one with staff Group workshops Identify the No Nos Covert issues to balanced Score card OPP Company B Identify and mindmap the issues Workshop issues with employees. Identify who is on the Bus Establish own one page plans for KPIs Workshop a vision for the future Implement one page plans for key staff 9

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13. Balanced Score Card Priorities 13

14. THE CULTURE LESSONS FROM GOOD TO GREAT 14

15. Task Focused Problems and Challenges Procedures and Constraints Results Right Anger Fear Being Taken Advantage Of Criticism Of Their Work Demanding Decisive Forceful Careful Diplomatic Exacting Ambitious Driving Competitive Conventional Tactful Systematic Strong-Willed Pioneering Venturesome Neat Cautious Accurate Aggressive Balanced Judgment Reserved (Ask) Outgoing (Tell) People and Contacts Pace and Consistency Recognition Relationship Optimism Non-Emotion Social Rejection or Ridicule Loss of Stability Inspiring Convincing Demonstrative Relaxed Consistent Non-demonstrative Enthusiastic Trusting Warm Passive Steady Predictable Persuasive Magnetic Optimistic Patient Resistant to Change Deliberate Sociable Stable People Focused DISC behavioural profile for all staff is critical for communication

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17. Rising Stars Program 17

18. Angels Program 18

19. LEADING CHANGE ( John Kotter ) Establish a sense of urgency Form a guiding coalition Create a vision Communicate the vision Empower others to act the vision. ( Beware the dream stealers ) Encourage risk taking and non traditional ideas and actions Plan for short term wins Consolidate improvements and encourage more change Hey ! They have a brain 19

20. Leadership ( Kouzes and Posner, The leadership Challenge ) Challenge the process Inspire a shared vision Enable people to act Model the way Encourage the heart 20

21. www.symphon3.com 21