Team Turnarounds: A Playbook for Transforming Underperforming Teams
Joe Frontiera, Daniel Leidl
Format: PDF / Kindle (mobi) / ePub
How any manager can turn a struggling team into business champs
In today’s uncertain economic environment, teams are asked to do more with less. With resources stretched thin, turning around a struggling team has never been harder, and managers must work to identify and maximize whatever potential strengths a team already has. As sports fans already know, behind every great underdog story is a leader who roots out the competitive advantage that will propel the team to victory. In Team Turnarounds, Joe Frontiera and Dan Leidl share how this fine art of the turnaround really works, from how to inspire the team to the actual tools for change.
Through interviews with team managers and turnaround masters in the NFL, MLB, and the NCAA, as well as managers at top global firms who have successfully reversed their fortunes, they show the six steps every team takes to make a 180 in their performance.
• Presents a six-step model for turnarounds in any organization, based on the authors’ extensive research with owners and general managers of sport franchises in the MLB, NFL, and NBA
• Features first-hand accounts of sport turnarounds, from the legendary worst-to-first story of Bill Polian and the Indianapolis Colts to Jeffrey Lurie’s efforts to transform the Philadelphia Eagles
• Offers behind-the-scenes accounts of effective turnarounds at major organizations like Dominos Pizza, Juniper Networks, iContact, and the Broadway play, Spider-Man: Turn Off the Dark
No matter how bad the circumstances, how awful the performance, or how far shares have plummeted, Team Turnarounds shows how any organization can make the climb back up to the top.
value.” Domino’s had built an empire on the promise of delivering pizza whenever and wherever you needed one, and it kept itself on the top of the market for a long time by doing just that. At first, Domino’s delivered when no one else would, and then, when more restaurants offered delivery, Domino’s answered with a thirty-minute guarantee. Over time the marketplace changed, and the uniqueness of delivery started to slide. Domino’s had put all its eggs in one basket—the service side of its
for the group to commit to. Stage III: Changing Behaviors In the third stage of the turnaround process, the emphasis shifts from planning the future to actual doing. Throughout this stage, leaders introduce new behaviors and best practices, and they slowly work to reinforce them. In Chapter Three, Ani Shabazian, director of a child care center; Marilyn Masaitis, owner of a diner; and Kim Mulkey, coach of a national championship women’s basketball team, tell their stories of how their
the leadership of upperclassmen. Knowing a good coach wouldn’t take the field without practicing offensive plays that would be critical to the success of his team, Daly resolved to set aside time to practice leadership. Friday afternoons are now a designated training time, when groups of teammates gather for lunch to discuss assigned chapters from books that Daly considers critical. The Tufts Jumbos’ transformation took around ten years to complete, and throughout that period Daly unquestionably
Administrators, teachers, parents, and students came on board in a short amount of time and committed to the vision of overcoming the existing challenge. Weast says, “I wanted 80 percent of kids college-ready by 2014.” The county committed to improving the performance of underachieving students and to universally raising the bar for every student in the district. Once the mandate was identified, Weast and the district focused on their new vision. In working to achieve it, Weast stuck with his
stage, the leader has the following responsibilities: To appropriately frame obstacles as challenges that will allow for growth To embrace and sometimes even create larger crises for team members to rally around To promote and develop resilience in the team As teams begin to win, they inevitably meet with obstacles and challenges. In spite of these barriers, the most successful teams embrace challenges, considering these to be a means of bonding, improving, and moving forward. At stage IV,