How can you help your team members be more resilient during a company restructure?

The moment a change is on the horizon, be straight up with your team members. Throw out the playbook on need to know vs. nice to know. Be vulnerable and give them the evolution of a decision that has directly or indirectly impacted them. Individuals want to know the backstory. This shows respect and builds trust. Resilience is also walking a mile in the shoes of others by listening for what is not said and deciding a way forward together. Ask the question, "How can I/we best serve you?" Make sure that they are aware of the employee assistance programs available to them. Give thoughtful resources and recommendations that help them overcome the whiplash of change.

Communication is arguably the most important part of a restructure, but I would recommend taking it one step further. You need to provide your employees with resources that they can refer to that outlines how a restructure will impact them. Whether it's an FAQ, new org chart, or new job description, these materials also need to be on hand to help employees process what this change means and how it will affect them.

In the change management activities I supported or was involved into, the most effective way forward was to provide the teams with maximum visibility on the vision, on the 'why'. Even if it is difficult to communicate. Even if confidential. There is always a way to explain, without exposing too much. Telling the full story infuses trust in the group, confidence that they will make it, enablement of a team effort. Very powerful.

- Involve team actively & align on the reasons that are the cause for restructuring. - Incorporate their constructive suggestions to the extent possible. - Make them aware why some of their suggestions cannot be implemented showing the impact on the end result. - walk the talk without bias or emotions so that team don’t doubt your integrity in the process. - Ensure team buys in to the restructure path and end results intended to be achieved. - Give confidence that those affected will be given necessary support & consideration to pass the turbulent times or changed scenario. - Assure they will be given first chance if there is need again in the co.

Years ago, with one of my former Companies I went through a heavy restructuring and I thought I have set the right environment to do it successfully: we had a vision, clear goals, a plan for everyone, training programs etc. My biggest mistake? Not communicating the progresses along the way and undermining the importance of frequent communications thinking that everyone was aligned to the vision. Their stress was not knowing what was happening in between and that created a stressfull environment, a mistake to avoid. Be open to share the steps of the process even when there are obstacles to overcome

When you say to your team: do not be stressed about the changes, that's the moment they will. Stress and frustration is part of any change and need to be discussed openly rather that repressed. The best way to overcome the stress in any major change is to acknowledge it exists

By being honest about what's happening and going to happen. Sometimes it's the unpleasant surprises that take a toll when the reality is nothing like what the team had heard or been told. Knowing that change absorption is different for different people also helps- so whilst the proactive messaging can be standard, the follow up to find out how the messages are landing should be nuanced. It also helps in stable times to explore and learn your team members' thoughts and experiences about change- what it looks and feels like, the most challenging change they've each experienced, how they coped; what benefits they felt change brought once they had "survived" the hard bits etc. This will help leverage existing resilience and build on that.

I believe creating a culture of open communication and transparency, offer skill development opportunities, and provide mentorship and support. Celebrate achievements, promote self-care practices, and approach challenges with empathy and compassion to help our team members build and maintain resilience in their roles.

"I know this is an uncertain time and I feel it too," could be the single most important thing you can say during a restructure. The acknowledgment of the unknown helps to neutralize speculation and fosters empathy.

People tend to forget what you did for them, but will never forget how you made them feel. During time times of uncertainty where two organisations are merging or there’s a big change coming up, it’s always important to manage emotions of those who are getting impacted by the change. It’s also important to recognise that not everyone feels things the same way. Some people are more resilient while others react more emotionally when things are changing around them, either for good or bad.

Invest deeply in your team’s positive and collaborative culture because at the end of the day this js where they spend most of their time, and it is their home base they come back to daily. A few simple ways to do this: 1. Start every team meeting with open mic for celebrations, personal news, milestones, shout outs and recognition. 2. Save a folder with every email, voice note, etc you receive for each team member. Share them back during 1-1s, performance discussions, team meetings & just because moments. 3. Invest in building a clear bridge between company goals and team member goals so they see directly the positive contributions their work makes and the impact. 4. Always lead with an open door policy. Any time, any subject.

During any restructure there are negatives and positives to the changes coming, just like any large change within an organisation. The key is to not let the negatives become a higher focus than the positives. It is easy for a team or person to focus on the negatives more than the positives, as these changes are unwelcome, so our instinct is to focus in on them and try to fix or mitigate them. During a restructuring we may not have the power to change what is coming, so by collectively focusing on the positives we could potentially find that the positives actually outweigh the negatives, even if there is a slight change to the way we work.

In times of change, people have a need to feel like they are part of the bigger picture. Whether the employee is finding out about the changes as they happen, or before they happen, there's an opportunity to invite them to collaborate. Let them know they are an essential part of ensuring that the changes will roll out smoothly, and ask for their input (within given parameters) on how this can be done.

From my experience involvement is key to minimising the stress, challenges, and sudden negative impact on a team when a company restructure is happening. As people, we all like to be informed and involved in decisions and activities that actively affect us, it’s a natural human instinct that we can’t escape or ignore. So by involving your teams and empowering them to offer suggestions and views from their perspective, you are not only reducing the potential stress and challenges but also gathering key information and ideas to aid the success of the re-structuring.

Involve team members in decision-making when appropriate, so they feel a sense of control over their destinies. Encourage them to contribute ideas for the team's adaptation to change.

One thing I’ve found helpful as a change agent for a restructuring project is the support a team leader need to provide to help the team members. Team leaders should act as a role model and involve in coaching and mentoring and offering guidance and advice to help every team member overcome challenges and difficulties during restructuring.

Restructuring can be a challenge. There are always a lot of moving pieces and while planing, coaching, and mentoring are good to do, I believe it’s imperative to provide even more adequate resources. Set your teams up for success by ensuring they have access to education & training. Write comprehensive SOPs, record mini screen recordings, setup training sessions when you can. Help build trust by providing clear instructions, deadlines, and priorities. Let the team know what exactly has changed and what that means for their role. Create a safe space where you and your team can periodically discuss what they need to get the job done in their new roles and if there are any barriers to success in the new structure.

As a leader you must act and present yourself as you wish your team to act and present themselves. Leading by example is more powerful than people might think. So, by showing resilience, you are providing a basic behaviour for your team to build on whilst actively managing the potential destabilising emotional factor that comes with re-structuring. If you are seen to be in control, then that builds confidence and optimism within your team.

I think it's also ok to show a little vulnerability. You can do this while demonstrating resilience by acknowledging that change can feel unsettling, and inviting your team to work through it together. Leading with resilience doesn't mean you're not affected by the change. It simply means you're willing to search for opportunity, positivity and hope in the ultimate outcomes. So acknowledge that there are always going to be unknowns that are a little scary, but there's also opportunity.

Consider offering workshops or resources on resilience-building techniques, stress management, and coping strategies. Encourage team members to seek external support like counseling or coaching if needed.

To bolster your team's resilience during a company restructure, employ these strategies: Clear Communication: Keep your team informed to reduce uncertainty. Emotion Acknowledgment: Recognize and address the emotional impact of the changes. Positive Culture: Foster a culture of support, empathy, and collaboration. Empowerment and Involvement: Involve team members in decision-making and empower them to adapt. Coaching and Mentoring: Provide guidance and mentorship to help build resilience. Lead by Example: Model resilience in your actions and reactions. Your behavior can inspire and reassure your team, contributing to their adaptability and motivation.

The uncertainty during a company restructure can quickly drop your organization's productivity to zero. Here are 2 pragmatic approaches, how to deal with it: 1️⃣ Implement a "questions rule", acknowledge the uncertainty and show empathy: Many team members will have important questions that can't be answered at that moment, whether they talk about it or not. But making gradually more pessimistic assumptions will start a downwards spiral. Therefore, implement a rule that before any assumption can be made, the question must be asked first. 2️⃣ Clearly separate topics you can influence from the ones you can't. Redirect all energy towards your area of influence. It'll demonstrate that your team can produce results, despite all uncertainty.

Unfortunately, I’ve been at many companies where we had to restructure, and the number one concern is always, “When is the next one?” As much as we must communicate outcomes, changes and what this means today for everyone at the company. More important for the people still at the company is the fear of round two. The more we can talk about real risks and possibilities, the fewer open questions people have and, with that, less stress. As part of the communication plan, it’s always important to talk often about how this change will positively impact their career development.

Recognize Burnout Signs: Educate yourself and your team on the signs of burnout, and be proactive in addressing it. Encourage work-life balance and self-care. Lead by Example: As a leader, demonstrate resilience in your own actions and attitudes. Share your experiences with overcoming challenges and setbacks. Clear Goal Setting: Establish clear goals and priorities for the team, so they have a sense of direction and purpose. Break down larger objectives into manageable steps.