Ep. 231: Kevin Herring - Redefining Roles in a Challenging Business Landscape

In today's challenging business landscape, organizations need to
adapt, innovate, and maximize efficiency more than ever. In
today’s episode of Count Me In, we dives into the heart of
support functions within organizations, discussing the current
markets in 2023 and the inevitable squeeze that many businesses
face. Our Guest Kevin Herring, president and founder of Ascent
Management Consulting, discusses how you can leverage expertise
within your organization as cuts and reorganizations loom on the
horizon. Kevin will unpack the role of accountants, finance, IT,
HR, engineering, supply chain, and more in optimizing the
resources they have in the organization. Discover how you can
shift your mindset, change how you operate, and bring your
expertise to bear on critical situations.


Connect with Kevin:
https://ascentmgt.com/
https://www.linkedin.com/in/the90dayturnaround/

Full Episode Transcript:


Adam:           
Welcome to another episode of Count Me In. Today's world is
filled with uncertainty, and with 2023 looking like a challenging
year, organizations are feeling the squeeze. Our guest, today,
Kevin Herring, president and founder of Ascent Management
Consulting. Brings a wealth of knowledge and expertise to our
discussion, on support functions within organizations. 


 


We'll explore how businesses can optimize their existing
resources, transform their thinking, and redefine roles to
survive and thrive in these turbulent times. It's time to
reimagine your organization's potential. So let's dive right into
this essential conversation.


 


Kevin, I want to thank you so much for coming on the Count Me In
podcast. I'm really excited to have you on. As we talk about
support functions within organizations. And as we both know that
the markets, in 2023, are not looking great. The futures are not
looking great. And it's going to put a squeeze on many
organizations. And can we start talking about, within
organizations. How you can leverage expertise, within your
organization, as cuts and reorganizations are going to have to
start coming?


 


Kevin:           
Yes, that's a great question. How do we do that? And I think that
you're right. Everything that we read, everything that we hear
CEOs are saying that they're hunkering down. They're planning for
a rough 2023, possibly 2024, and they really have to maximize,
maybe, a better way to put it is to optimize the resources that
they have in the organization to get through it. And our support
functions play a critical role in that. 


 


Every organization has a lot of natural slack in the system. And,
sometimes, we don't realize it until we really start to drill
down and look at what's working, what's not working, that sort of
thing. And what we find is that when you talk to people, when you
talk to teams, and ask them, are they contributing everything
that they could possibly contribute to the organization? 


 


Not are they working as hard as they can, but are they
contributing everything? Do they have capabilities that are not
being used? Do they have information, understandings of things
that are not being tapped? And the answer is almost always,
"Absolutely, yes. I'm doing the best I can with what I have, but
I could do so much more for the organization, if they just let
me."


 


And people and staff functions play such a critical role.
Accountants, finance folks, IT, HR, engineering, supply chain,
all those functions can play a huge role in maximizing or
optimizing the use of our resources. The people that actually
produce the product. The people that actually interface with the
customers directly. And one of the ways they can do that is
really to take a different look, maybe, than they have,
historically, about their role in the organization. 


 


So here are a couple of ways to do that. One is to think, when I
go to work each day, how do I see myself? And this is not just a
semantic exercise. But do I see myself as an accountant who just
happens to work at XYZ manufacturing company, for instance? Or do
I see myself as an XYZ business person, who happens to bring
accounting expertise to the organization? And it's a different
way of thinking about my role, "Why I'm here?"


"What am I supposed to do in this organization?"


 


Am I just supposed to perform a bunch of tasks related to
accounting? Or am I actually supposed to do things that,
sometimes, might even stretch me a bit outside of my area of
expertise. To help the business, overall, to be successful and to
look for those opportunities? 


 


And, so, when we do that, we start recognizing that for an
organization to get the full use of our expertise. We need to
think of ourselves in terms of how can we bring our expertise to
bear on the critical situations that the organization is dealing
with. The critical issues they're dealing with, "How do I do
that?". And that's a consulting role, that's not an activity
role. That's not a compliance or regulatory role, that's a
consulting role. 


 


That's where we're looking for ways that we can help those who
are in the core business. To produce more efficiently, more
effectively, to satisfy the customer better. To produce better
products, higher quality, optimized, profitability, reducing
cycle time, all those sorts of things, delighting the customer.
Those are all things that anyone in a support function has the
ability to help with. If they think of ways to apply their
expertise in solving existing problems, and preparing the
organization to handle possible future issues. 


 


So that's a shift in thinking, it's also a change in how we
operate. Because now, if I'm a consultant, I need to learn how to
be a consultant. I need to learn consulting skills. I need to
learn how to identify opportunities, diagnose problems, gather
data, assess it, and determine how I can solve that problem. Or
determine if maybe I don't have the expertise to solve it. Who
might have that expertise, and be willing to source that for
those in the core business that are struggling. That's a
different role, for a lot of people.


 


Adam:           
That is a different role. And it's almost like within your
internal organization, your title may be Chief Financial Officer
or Chief Staff Accountant. But what you're saying is that your
mindset needs to be that of a consultant, to better help the
organization. So how do you start changing that mindset so that
you can better help?


 


Kevin:           
Yes, well, first you have to decide who your client is. And this
is a problem for a lot of people. Most people, when you ask them,
"Who's your client?" They point to their boss. That's the client
or the boss's boss, the CEO or the CFO. That's who they really
serve in the organization, and that's not an effective mindset to
have.


 


Sure, those people play a critical role, but as bankers, really
as bankers. People who provide the assets, the resources, the
budgets, the tools and supplies, and things you need to be able
to take your expertise and apply it to the core business. They
want a return on those assets. So they're going to extend the
resources for you to be able to use them in a productive way, for
the organization. 


 


And, so, that begs the question — Who is the real client? Well,
the places where you ca...