When your organization hits a crisis—one big enough to threaten its future—how do you lead it back from the brink?
To find out, I spoke with turnaround strategist Lisa Gable, author of Turnaround: How to Change Course When Things Are Going South.
Lisa is no theorist. Her proven process has transformed struggling organizations worldwide, turning breakdowns into breakthroughs.
In this interview, she shares powerful, real-world strategies every nonprofit, association, and chamber of commerce leader should know.
1. What is different about your approach to organizational change?
“My approach blends the discipline of process engineering with the art of diplomacy. I don’t start with what’s broken—I begin by visualizing the future state you want to achieve and designing a path to get there. It’s a four-step method rooted in addressing the underlying cause of the problem with clarity, candor, and respect for people and partnerships. This isn’t about tweaks; it’s about bold, systemic change—done with both speed and grace.”
2. Why does your approach work?
“It works because my approach is grounded in reality, not theory. Applying proven manufacturing principles to complex challenges eliminates guesswork and reduces process variables. But process alone isn’t enough—lasting change requires trust. You also invest in people: building consensus, creating shared language, and aligning incentives to change. It’s rigorous and relational, which makes my process sustainable even when the pressure is high and time is short.”
3. Your book shares experience with large organizations. Is your process scalable for smaller organizations?
“Absolutely. The method isn’t about size—it’s about structure and intent. Whether you’re leading a global nonprofit or a five-person start-up, the steps hold: visualize, audit, create a path from present to future, and execute with speed, agility, and heart. Smaller organizations often benefit from tighter feedback loops. What matters most is a leader’s willingness to challenge assumptions, revisit the organization’s founding purpose, and rank how time and money are spent—with courage to cut when necessary.”
4. Can the process be applied to individuals who need to change course?
The same principles apply when a person is at an inflection point. Visualize where you want to go, take stock of what’s working, stop doing the things that no longer work (or take up valuable time), and chart a bold, realistic path forward. It’s about owning your story, letting go, and designing a future that fits.
5. When organizations are going through a change process, what are mistakes to avoid?
“The biggest mistake is fixing what’s broken without redefining where you’re going. Leaders also misstep by assuming money can replace strategy, or by failing to engage people affected by the change. A successful turnaround isn’t a solo act—it’s a team effort. Dismissing culture, ignoring skeptics, or skipping diplomacy in the name of speed will stall progress every time.”
6. What is the message you want to share? What do you want organizations to understand?
“Change is hard—but it doesn’t have to be chaotic, and it certainly doesn’t have to be unkind. Real people are affected, so lead with empathy. Still, you must move forward, even when it means delivering tough news. Don’t get caught treating symptoms. Reimagine what’s possible, build a system to support it, and act. You don’t need a miracle—just the courage to commit and make the hard calls.”
Change is hard, but staying stuck is harder.
As Lisa Gable advises us, bold moves made with clarity and compassion can transform even the toughest challenges. Lead with courage, reimagine what’s possible, and transform your organization’s big challenge into a big success.