When navigating team dynamics during restructuring, it's essential to understand that uncertainty is inevitable. By leveraging human psychology and recognizing different personality traits, we can manage this transition effectively. Know your team and assign roles that align with their strengths. Transparent communication is key—explain the reasons for the change, its benefits and how it aligns with goals. Highlight personal growth opportunities and provide targeted training. Address concerns individually, use positive reinforcement, seek continuous feedback. Hold one-on-one session as needed. Introduce stress-relief session and ensure access to necessary resources. Together, we can turn this transition into a journey of growth and success!

First, you have to become an expert of what the restructuring is and how it impacts you and your team. Embrace the change yourself, and then you need to be transparent and candid. Support them and validate their fears, even if they seem crazy. Those feelings are real to your people, and you need to listen and help them understand. Then you create additional change agents amongst your team. You can't lead a team through difficult change if you are not accepting of it yourself to begin with.

Michael porter describes drivers when he said structure follows strategy. So, it is crucial to communicate with people in high transparency. It is very important to let people see things from strategic perspective and understand motives behind this approach. People who are going to contribute to design culture, structure and process to achieve goals and objectives.

To ease your team’s fears about restructuring, focus on transparent communication, empathy, and involvement. Research by Harvard Business Review shows that a lack of information during change increases anxiety. Clearly explain the reasons, goals, and steps of the restructuring, and provide regular updates to reduce uncertainty. Show empathy by addressing concerns in Q&A sessions or one-on-one check-ins, as McKinsey research highlights that employees who feel heard are more likely to trust leadership. Involve the team by seeking input on changes to foster ownership, and offer resources like counseling or training to support their well-being during the transition.

Any organizational changes often lead to increased levels of anxiety and diminished morale among employees. Therefore, it is crucial that the restructuring process is clearly communicated, highlighting its advantages. Encouraging each team member to voice their perspectives and emotions is essential. It is imperative to emphasize that expressing disagreement is acceptable, but it should not undermine the progress of the project.

The key outcomes I focus on are fair and respectful treatment of those who may lose a position in restructuring or have a major change decision to make, and morale and engagement in the continuing team. Pain can be reduced by: As much advance notice as possible, same day restructuring is not acceptable in my view. Certainty about rationale, process, conditions and medium term post change future. Positive separation support. Excellent and disciplined communication. Most of the negative outcomes of restructuring are the impact on the post change team and how the process is handled is the main factor in this.

Most times restructuring due to a buy-out or merger by another company results in a stronger more capable company. The restructured company becomes a more secure place for employees who remain. Employees need to be told this even before restructuring plans are finalized. Be honest concerning employees who will be dismissed. Suggest they concentrate on their jobs and do the best they can. Good work will be noted by the new bosses. Tell them to keep an upbeat can-do attitude at all times. Although the people need to know the purpose of the restructuring, initially they will be more concerned about their jobs and their future.

There was a principle that stuck with me after learning about it a few years ago. (Stakeholders Mapping) Your team may not have any power to control their fate, but they have a lot of interest in what their fate with the organization is going to be because of this restructuring. You owe them as much information as you can give them. They are real human beings with real needs and fears, beyond just making the company better. An approach I'd take is to keep them informed so that they can at least be prepared for whatever is coming. I believe I owe them that much.

1. Have a meeting with the team on what’s going on. Answers questions as best as you can during the meeting 2. Communicate as soon as you receive more updates on restructuring. The team will appreciate it 3. Have a one on one with all team members to check the temperature. Having a one on one is an opportunity to have that heart to heart talk, to listen, and just being available 4. Inform the team that you’re only a phone call away should they need to speak with you