Is Your Turnaround Team Meeting Driving the Results You Need?

For every turnaround, you’ll likely form a turnaround team to lead planning, scheduling, execution, and post-event review. This team typically includes multiple organizational functions, meets frequently, and plays a critical role in the turnaround’s success.

When structured and supported effectively, a turnaround team delivers these key benefits:

• Goal and scope alignment across impacted areas of the organization
• Accountability for timely, high-quality scope input
• Decision-making on work input—reviewing, approving, or rejecting as needed
• Early identification and removal of barriers that could impact milestones

Unfortunately, these benefits are often assumed rather than intentionally activated. Without the right structure and behaviors, the team’s potential may go unrealized.

Who’s on the team really matters

Success starts with who’s in the room. A cross-functional team ensures diverse perspectives and shared ownership. Continuity—keeping the same members throughout planning and execution—builds trust and fluency.

At a minimum, your turnaround team should include representation from:

• Operations
• Maintenance
• Inspections
• Engineering (design, process, reliability)
• Planning/scheduling
• Procurement/materials management

Good facilitation is foundational—but participant behavior is the multiplier

Facilitation skills vary widely, so it’s worth investing in them. Basics such as clear agendas, time allotments, and action tracking matter. But most organizations stop there.

What truly drives meeting effectiveness is participant behavior. Don’t expect the facilitator to carry the full load. Instead, align on the critical behaviors that make turnaround meetings productive:

• Everyone contributes—asking questions, sharing data, raising issues
• Dialogue around KPIs—what’s at risk, how ratability affects outcomes, what actions are needed, what’s going well, and how do we encourage those contributing to the progress
• Cross-functional communication and shared accountability
• Constructive pushback on poorly scoped inputs
• Recognition and encouragement for active participation and decision-making

Hold the team accountable for meeting effectiveness

As with any performance challenge, behavioral expectations alone aren’t enough. Teams need feedback mechanisms to build fluency and accountability.

Consider these approaches:

• Self-assessment tools
• Independent observation with coaching
• Behavioral effectiveness data—shared with the turnaround steering team

This data helps leaders understand how teams are functioning, remove barriers, and provide meaningful feedback.

Bottom line

A stable, cross-functional turnaround team is essential to successful planning and execution. When the right people are in the room and the right behaviors show up, meetings become engines of execution—not just calendar events. Don’t leave this to chance. Engineer it.

Let’s talk about turnaround team meeting effectiveness.