Posted on August 13, 2025

Let’s break down what it really means to lead a turnaround, especially when the variables seem overwhelming and the stakes are high. Having spent time in both well-oiled machines and organizations teetering on the edge of chaos, I’ve learned that the initial advantage in fixing a struggling company is the collective appetite for change. When things have gone wrong for a long time, people are ready to listen. But once you step in, the real work begins: separating what you can influence immediately from what must wait.

The first crucial step is clarity. List every urgent issue, then force yourself to discern which belong in your “circle of control.” It’s easy to become distracted by fires burning all around you—deteriorating supplier relations, negative press, or even deep-rooted cultural issues. But ask: can you, within your current authority and resources, truly change these today? If not, file them under “circle of concern.” Promise yourself you’ll revisit them, but don’t let them dilute your focus now.

Next, consult widely but decide swiftly. The temptation is to gather endless data, fearing a wrong move. But indecision is itself a decision, and often the most costly one. Your team needs to see both your commitment to listening and your willingness to act. Set a cadence—daily standups, weekly priority reviews—so that your actions are visible and momentum is maintained.

Once you’ve made that first turn of the rudder, don’t be afraid to measure and adjust. This is where the analogy truly shines: an organization is not a ship on autopilot. You need feedback and humility to acknowledge missteps. If your change worsens morale or operations, reverse course quickly. The courage to admit a mistake and try again is more valuable than stubbornly sticking to a failing path.

Prioritization is a living process. Start with low-hanging fruit that sends a message—quick wins that demonstrate your intent and inspire confidence. Perhaps it’s stabilizing a key supplier relationship, addressing a chronic bottleneck in operations, or improving communication channels. These early actions expand your circle of control, empowering you to tackle bigger challenges with growing support.

Perhaps most importantly, communicate your priorities repeatedly and transparently. People crave certainty during turbulent times. When they know what you’re focusing on—and, just as importantly, what you’re choosing not to address yet—they can align their efforts accordingly. This clarity reduces anxiety and channels energy into productive action.

Finally, remember that change in a struggling organization is as much about psychology as it is about process. Celebrate progress openly, however small, and recognize those who adapt quickly. Over time, as small victories accumulate, you’ll see a subtle but profound shift: the circle of control expands, morale rises, and challenges that once seemed insurmountable begin to shrink.

Turning around a poorly run organization isn’t a science, but a disciplined art. It demands decisiveness, humility, and relentless focus on what you can truly control. And, if you’re fortunate, you’ll emerge not just with a healthier company, but as a better, bolder leader for having navigated the storm.