ABSTRACT
Th e Turnaround Lead and the Program Turnaround leadership must manage an inherent dichotomy when working with the Program Team.
On one hand, as the Turnaround Lead, you must refrain from developing close personal relationships with the team members. Th is is because you may have to start the Turnaround by making some radical changes in the Program, and you may have more such changes to make in the future. You are also establishing a new program pace. With this, you cannot allow the perception of special personal ties between you and any of the Turnaround Team members. You must be perceived as impartial, as fair. Th e perception of being fair is essential to leading a strong and dynamic team.
