Leading through restructuring without losing the team
During restructuring, manage delivery demand and uncertainty together. Reassurance without clear information can add to the pressure.
The performance question
A restructuring changes reporting lines and may leave people doing their old work while learning new responsibilities. Leaders should distinguish decisions already made from proposals still open to consultation. Avoid promises about retention or workload that the organisation cannot substantiate.
What the evidence supports
HSE’s Change standard calls for timely information, adequate consultation, clear timetables, training and support. It provides a work stress framework. Employment consultation and redundancy duties require separate legal advice appropriate to the circumstances.[1]
A practical approach
Publish what is known, what is undecided and when the next update will occur. Map work that continues, stops or transfers in the proposed structure. Give managers a route to raise capacity gaps and staff a way to influence workable arrangements. Provide support without using it as a substitute for proper consultation.
How to review progress
Track unresolved role questions, unallocated work and the completion of promised updates. Review team feedback alongside delivery and departures. Do not interpret silence as agreement or claim the communication plan can prevent every resignation.
Sources and references
- Management Standards: Change Opens in a new tab
Health and Safety Executive
Consultation, timetables, training and support