Why do managers build slides while doers save cash?
In almost every turnaround I see two roles that look identical from the outside: managers and doers. Both have big titles, flawless CVs and international postings. But when there are only days of cash left, the wheat is quickly separated from the chaff.
Managers start with analysis, meetings and slides. All correct, structured and neatly prepared. That’s how I learned it in a corporate environment too: processes, alignment, governance. But in a turnaround, the first 30 days count, not the grand concept six months later.
Doers get on the early bus to the plant or the call centre on Monday morning. They call customers who have been waiting weeks for answers. They ask employees about this morning’s toughest cash problem, not about the next strategy storyline.
From dozens of mandates, I see three patterns that make doers successful.
1. Focus on cash
• Where are we burning money today?
• What can we stop, postpone or renegotiate?
• No perfect solutions, but they create breathing room.
2. Closeness to people
• In a crisis everyone is nervous, banks are pushing, teams are tired.
• Doers explain clearly what’s happening right now.
• They say honestly what they know and what they don’t.
• And they stand alongside the teams on site, rather than hiding behind town halls.
3. Presence over PowerPoint
• Polish concepts while the till is empty and you’ll be too late.
• Act directly and you win trust.
• Make decisions visibly and you create momentum.
I’ve seen managers polish slides all night while doers renegotiated the supply chain the same evening. Three weeks later, the difference is measurable: stable cash versus an emergency call with the advisory board.
Turnarounds aren’t a beauty contest. They’re craftsmanship under time pressure. That’s why, for private equity and corporates, I look for exactly the leaders who roll up their sleeves on day one.
How do you make sure the doers take the helm in a crisis?
