Moss Kanter discusses an important leadership aspect in turnaround situations: Restoring people's confidence in themselves and one another, or psychological turnaround as she terms it. She discusses the typical details of fundamental dynamics of decline, whereby she uses a very useful figure that shows the (down)spiraling cycle of decline including the factors involved. Decline "results from an accumulation of decisions, actions, and commitments that become entangled in self-perpetuating workplace dynamics." But there are interventions available which managers can use to shift the momentum in a company's favor. The first method is promoting dialogue, which should expose facts and tell the truth; the second method, engendering respect, should improve relationships on which turnarounds depend; the third, sparking collaboration, should improve problem solving and innovation; and the fourth, inspiring initiative, should initiate actions that will improve an organization's position. Moss Kanter discusses each method in detail. But she also warns us that there is no one-size-fits-all process for leading a corporate turnaround. It largely depends on the specifics of a company's problems and the leader's preferred approach. However, "one conclusion is unmistakable: Turnarounds are when leadership matters most."

Somewhat disappointing article on leadership for turnarounds. The article does not really bring anything new to the table, which is disappointing, especially keeping in mind Moss Kanter's credentials. Most of these methods/interventions are requirements for 'normal' management. Perhaps it is a good reminder for some managers, but not for experienced ones. The article is written in simple business US-English.