Bright Selection in Conversation with Consultant Vivien Ziwocha

Turnaround in the care sector isn’t just about stabilising operations—it requires a shift in culture, leadership, and strategic vision. Using the STaRS model as a lens, we examine how recruitment plays a crucial role in driving successful transformation and long-term sustainability.

Vivien, now Group Projects Director at Cornerstone Healthcare Group, reflects on her experience as Group Operations Director at Future Care, where she led the turnaround of a care home in need of revitalisation, fresh leadership, and cultural realignment. The example given is a piece of work that was very much part of the bigger picture within her role as Group Operations Director. Drawing on this, she shares how Bright Selection supported the journey by identifying the right leaders to create lasting change.

Understanding the Turnaround Challenge

Turnaround situations, as defined in the STaRS model, are characterised by:

• A need to re-energise the organisation and realign ingrained practices
• Resistance from long-established teams
• High pressure to deliver rapid change
• The necessity for strong leadership to shift both culture and operations

For Vivien, one of the key challenges was navigating a diverse workforce while ensuring alignment with operational and commercial goals.

“There was an established overseas contingent of staff who needed support to understand UK care culture. While there was a strong foundation, we needed to build on it to drive key outcomes.”

Having worked with Bright Selection before, she knew their expertise in sourcing talent extended beyond traditional recruitment. The focus was on identifying individuals who could lead cultural change and bring fresh energy to the organisation.

“We asked Bright Selection to think outside the box—looking at talent in operations, policy, and candidates who had led cultural shifts. The people who drive a community forward are driven by emotions, and we needed a team with high emotional intelligence.”

Redefining Leadership for Change

One of the biggest hurdles in turnaround is breaking old patterns and shifting mindsets. The goal was to move from reactive management to proactive leadership.

“It wasn’t just about fixing problems—it was about embedding values into every touchpoint and ensuring that every plan reflected how we deliver outstanding care.”

A structured gap analysis was used to assess:

• The organisation’s personality and culture
• The leadership team’s understanding of the cultural shift required
• The gaps that needed to be filled through recruitment

Bright Selection played a key role in identifying leaders with the right mindset to drive this change, ensuring that hires weren’t just quick fixes but aligned with long-term objectives.

“We didn’t have the luxury of time, but we also needed people who could grow with us. Bright Selection helped us assess not only where candidates were now but how they would develop in the future.”

This forward-thinking approach meant that succession planning was built into recruitment from the start. Engaging passive candidates and individuals experienced in transformation helped create a leadership team that could sustain change beyond the immediate turnaround phase.

A Novel Approach to Interviews

To truly assess leadership potential, the interview process was restructured. Instead of formal presentations, chemistry-driven discussions were prioritised to evaluate how candidates would integrate into the evolving team.

“We found that nervous candidates often performed better in a second interview once they’d relaxed. We didn’t want to filter out talent just because of nerves. Instead, we focused on their potential and how they’d fit within our leadership development.”

One particularly effective interview question was:

“Tell me how to make a peanut butter and jelly sandwich.”

At first glance, it seemed lighthearted, but it was designed to reveal how candidates approach process, structure their thinking, and clarify instructions—all essential skills in a turnaround environment.

“It gave us insight into how candidates explained a process, how they ensured understanding, and whether they naturally adapted their communication to their audience. And of course, it also highlighted cultural nuances—like the fact that jelly in the UK is actually jam!”

By prioritising attitude over experience, the process helped identify individuals with the resilience, adaptability, and structured thinking needed to succeed in a high-pressure transformation setting.

The Power of a Strong Recruitment Partner

Beyond placements, Bright Selection’s post-recruitment check-ins provided a confidential sounding board, helping to shape the leadership team as the turnaround evolved.

“Bright Selection didn’t just fill vacancies. They worked with us to shape the colleagues we needed, thinking beyond the immediate turnaround to where we wanted to be in five years.”

This approach was particularly valuable given the diverse workforce and the shift away from hierarchical management towards distributed leadership.

“They understood that different phases of turnaround require different skill sets. They helped us build a team that could adapt as we moved from stabilisation to rebuilding and beyond.”

Successful recruitment isn’t just about experience—it’s about finding leaders who can grow, adapt, and inspire.

Turnaround as a Multi-Phase Journey

Rather than viewing turnaround as a single event, the transformation was structured as a five-year journey, with different recruitment priorities at each stage:

• Year 1 – Beginnings (stabilisation, re-energising the home)
• Year 2 – Rebuilding (embedding new ways of working)
• Year 3 – Consolidation (creating consistency across teams)
• Year 4 – Celebration (recognising achievements and strengthening culture)
• Year 5 – Handover (ensuring leadership succession)

Bright Selection’s ability to match recruitment to these shifting needs was key to success.

“The people Bright Selection brought to us were already engaged and aligned with our vision. By the time they joined, they knew the scale of the challenge—but they also knew it would be rewarding.”

Final Thoughts: Practical Recommendations for Turnaround Recruitment

For organisations embarking on a turnaround journey, recruitment should be seen as a strategic lever rather than a reactive process. Key recommendations include:

• Be clear about vision and values – Candidates need to understand not just the operational challenges, but the cultural transformation required.
• Prioritise mindset over experience – Resilience, adaptability, and emotional intelligence are critical for leaders navigating change.
• Create a phased recruitment strategy – Different turnaround phases require different skill sets, so plan leadership hiring with long-term objectives in mind.
• Be transparent and realistic – Turnaround is challenging, and candidates should have a clear picture of what’s ahead to ensure alignment and commitment.
• Work closely with recruitment partners – Share your organisation’s vision and challenges openly to enable recruiters to find candidates who are not just qualified but deeply motivated to drive change.

Vivien sums it up perfectly:

“We spend too much time at work to be unhappy. Bright Selection understood that success isn’t just about hiring talent—it’s about ensuring that talent is engaged, motivated, and aligned with the future vision.”

By identifying leaders who could navigate complexity, inspire change, and drive sustainable transformation, Bright Selection played a pivotal role in this journey.

For organisations facing similar turnaround challenges, the message is clear: recruitment isn’t just about filling vacancies—it’s about shaping the future.