Companies who have been experiencing declining revenue, customer loss, or employee churn are in dire need of a turnaround CEO to lead them to recovery. Today, David Ratner, CEO of HYAS, continues to share valuable insights for turnaround CEOs and tackles how to manage the most critical piece of any transformation, the people.

Too often, CEOs make the mistake of relying on HR to own the most critical piece of any transformation — people management.

 

In his final segment on leading turnarounds, David Ratner, CEO of HYAS, shares why CEOs must stay at the helm of people management decisions and recognize the 3 types of personalities that can make or break a transformation.

 

Click here for the podcast version of this interview.

 

Segment 3: Do’s and Don’ts of People Management

 

  1. Frequent people mistakes that occur in turnarounds. minute 4:02

     

  2. Leveraging HR as an accelerant towards transformation. minute 7:33

     

Skip to minute 8:49 to hear David share the role HR should play in support of a turnaround:

 

“A great head of HR or a chief people officer can be that partner for you as you go through this organizational transformation…They can help you with all that context, but you need to figure out how to make those decisions, and you need to figure out how to come out on the other side.”

 

Watch more of David’s interview segments:

 

How a Turnaround CEO Diagnoses the Real Problems

 

How a CEO Manages the Speed of Change for Turnarounds

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ABOUT THE AUTHOR

Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.

 

Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.

 

Prior to joining SBI in 2009, Matt spent eleven years leading sales and marketing teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.

 

 

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