Thought Leadership

"Organizational restructures - "A Reality" in testing economic times – What should we think about?"
Article contributed by Mr Denis McGee: General Manager Application Development and Testing (NAB)

Some organizations seem to be constantly reorganizing and this breeds uncertainty, and most of us like certainty. So when making an organizational change try to look forward two to three years and make the change last as long as possible. Employees love stability! They can make decisions and plan their personal lives around "certainty".

When building a new organization "do not" design the future organization based upon the existing capability and personnel. This will more than likely lead to a sub optimal result, so however tempting, resist it!

Think deeply about the "why", you will need the "why" to communicate to your employees.

Keeping employees loyal during restructures is an interesting challenge that most of us in leadership face at one time or another.

Loyalty during times of turmoil caused by change is more likely to be had if the coming change is communicated early with no withholds. Provide the maximum amount of detail possible. With a good amount of detail your employees can start thinking about what it may mean for them.

Communicate often and it is far more likely you will be successful. Advise the reasons why you are undertaking the change. If it is for financial reasons, say so, employees "get that" in tough times. Don't hide the facts.

Tell them as much detail as you know, then tell them what you don't know and the timing of when you hope to resolve what you don't know. Your staff may not like what you have to tell them, but the more you communicate a change and the more honest you are the more likely they are to understand.

Communicate how you will support them through this change. Let them know when they will get the next update. Give them someone to contact if they have further questions, and yes, as a leader, that may be you. As a leader you need to be the face of the change; loyalty will come through honesty, lots of communication and provision of the appropriate support mechanisms.

Communicating change is uncomfortable – put yourself in the shoes of the receivers of your message.