Culture Building During Downsizing

Struggling teams don't need another framework. They need a leader. I've taken over bad teams filled with good people. I learned to embrace three themes for a successful reset: ✅ Change requires honoring the past and building the future ✅ Trust is rebuilt through actions, not just words ✅ Culture lives in daily micro-decisions Here are the 8 lessons that make it work: 1/ Honor the Past ↳ Don't play the blame game ↳ Value those who stayed through hard times 2/ Name What Stops Here ↳ Be specific about what changes ↳ Get them to help rewrite the new rules 3/ Own Your Role ↳ Acknowledge where you fell short ↳ Build trust through self-accountability 4/ Reset the Target ↳ Paint a clear 6-month vision ↳ Define what excellence looks like 5/ Define Winning Behaviors ↳ Skip empty corporate speak ↳ Make expectations crystal clear 6/ Create New Rituals ↳ Build sacred team habits ↳ Engineer connection, especially remote 7/ Embrace Iterations ↳ Progress isn't linear ↳ Celebrate small wins, learn from setbacks 8/ Rebuild Trust Daily ↳ Start from trust at zero ↳ Do what you say you'll do 9/ Catch Them Winning ↳ Be specific about what you see ↳ What gets recognized gets repeated Want more detail?  Flip through the full playbook below. Remember:  Your team likely knows the path forward. They're just waiting for you to walk it first. If this was helpful: 📌 Please follow Dave Kline for more ♻️ Share to help other leaders turn things around.

"We need to get some comms out about the org change. Can you draft something up?" This was a request I got in a former job when I was Head of Internal Comms. A major organisational change was coming but there was a problem. 🫠 I had no idea what the change actually was. Every leader I spoke to described it differently. One said it was about restructuring. Another called it a strategic pivot. A third focused on cost-cutting. But there was mounting pressure to "get something out there" and "do some quick comms on this", as if I could magically create clarity from something that didn't seem to be agreed on yet. Instead of just saying "no", I decided to try something different in the next leadership meeting. "Humour me," I said. "Let's do a quick exercise. We'll go around the table and I want each of you to tell me what this change is about in one sentence." Now I won't lie. They laughed at me at first, because it sounded ridiculously simple and like a waste of time. But the laughter quickly stopped once people started giving their answers. Leader 1: "It's about making us more agile and responsive to market changes." Leader 2: "We're restructuring to reduce costs and improve efficiency." Leader 3: "It's a strategic shift to focus on our core business areas." Leader 4: "We're streamlining operations to be more competitive." Four completely different interpretations of the same "change." And I remember the absolute SILENCE in the room as the penny dropped. How can you communicate about a change when the leaders aren't even aligned on what the change IS? I remember the moment I realised that doing that simple exercise completely changed the conversation. It went from "let's send some comms" to "we need to get aligned on what this change really is as a leadership team." Because one thing I've learned over the last decade is this: No amount of clever messaging can fix a lack of clarity at the top. As you get more senior in your comms career, your job is less about writing words and more about pausing to ask the awkward questions that no one else is asking. There is such power in slowing down and asking good questions. Get alignment and agreement first and this will save you months of dealing with confused employees and contradictory messages. Your curiosity is a superpower. Use it! –––– 🚫 Don’t let an algorithm decide what you read; join 7,677 readers who get my weekly internal comms tips straight to their inbox. ⬆️ Click "Try my free newsletter" on my page to sign up.

I was recently asked what I would do today if I were in the military and made the decision—or had the decision made for me—to transition out before retirement. Whether you’re in the Army, Marine Corps, Navy, Air Force, Space Force, or Coast Guard, my advice is the same. Here’s what I’d focus on to set myself up for success: 1️⃣ Eliminate Debt: I’d make getting out of debt a priority—everything except a mortgage. If possible, I’d pay that off too. Debt limits your options and can force you to compromise on critical decisions. Freedom from financial burdens creates flexibility. 2️⃣ Max Out My TSP Contributions: I’m a fan of Roth, but whether you choose Traditional, Roth, or a combination, the key is to save aggressively. Your future self will thank you. 3️⃣ Leverage Tuition Assistance (TA): If you don’t have a degree, get one. If you have a bachelor’s, pursue a master’s, and focus on something value-added to your goals. For those in tech, chase certifications with the same determination. TA covered 100% of my BA and MS when I was in the Marine Corps—take full advantage of it! 4️⃣ Network Relentlessly: Create a strong LinkedIn profile. Post 3+ times weekly about the field you want to enter—cybersecurity, business, defense contracting, etc. Attend seminars, trade shows, and any networking opportunities available. Respond when people reach out, and always follow up with a thank-you note. Networking isn’t just online; it’s face-to-face too. Build a large, strong network to maximize opportunities. 5️⃣ Document Everything: Complete and document your medical, dental, vision, and hearing appointments. Keep a copy too. 6️⃣ Protect Your Reputation: Finish strong. Nothing is more important than your last name and professional reputation. Stay 100% committed to your assignment. Dropping your pack in uniform will hurt your endorsements and recommendations. Excellence until the end sends a message: you’re someone worth investing in. 7️⃣ Weigh SkillBridge Thoughtfully: This is personal. I wouldn’t choose SkillBridge because I’m not interested in working for free. Instead, I’d save my leave and use those 60+ days to focus on my transition. PTAD/PTDY can also provide valuable time to reset. 8️⃣ Learn from Fellow Veterans: Reach out to those who’ve transitioned successfully. Ask questions, seek advice on resumes, interviews, starting a business, consulting, contracting, or government roles. Follow up and implement what you learn. 9️⃣ Plan Time Off: Whether you served 4 years or 20+, you’ve earned a break. Take time to decompress, reflect, and think clearly about your future. Be proud of your service—it’s a foundation for what comes next. What Did I Miss? This list reflects what I’d do, but I’d love to hear your thoughts. What would you add? Where do you disagree? To all of you who have served: thank you for your service and sacrifice.

You Cut 15% of the Workforce… But the Workload Stayed the Same? Here’s the reality: We were already doing more with less before the budget cut. Now, we’re expected to absorb even more responsibilities with fewer people. Sound familiar? For those of us who’ve been in the workforce long enough, we’ve seen this play out across every industry—tech, government, military, healthcare, you name it. But here’s the problem: Organizations cut headcount without cutting the workload. And somehow, leaders expect the remaining workforce to just figure it out. So, what do you do when you're left holding the bag? 💡 If you're an 𝘪𝘯𝘧𝘰𝘳𝘮𝘢�� 𝘭𝘦𝘢𝘥𝘦𝘳, 𝘤𝘰𝘯𝘴𝘶𝘭𝘵𝘢𝘯𝘵, 𝘵𝘦𝘤𝘩𝘯𝘪𝘤𝘢𝘭 𝘥𝘪𝘳𝘦𝘤𝘵𝘰𝘳, 𝘰𝘳 𝘱𝘳𝘰𝘫𝘦𝘤𝘵 𝘮𝘢𝘯𝘢𝘨𝘦𝘳, this is where your real leadership begins. Instead of waiting for more resources that may never come, here’s how to lead through the chaos: 𝟭. 𝗥𝘂𝘁𝗵𝗹𝗲𝘀𝘀𝗹𝘆 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 🔹 If everything is urgent, 𝘯𝘰𝘵𝘩𝘪𝘯𝘨 is. 🔹 Identify mission-critical tasks—protect what truly matters. 🔹 Negotiate deliverables with leadership. 🔹 Challenge unnecessary work—cut the fluff. 𝟮. 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗲, 𝗦𝘁𝗿𝗲𝗮𝗺𝗹𝗶𝗻𝗲, 𝗗𝗲𝗹𝗲𝗴𝗮𝘁𝗲 🔹 Your best leverage isn’t 𝘸𝘰𝘳𝘬𝘪𝘯𝘨 𝘩𝘢𝘳𝘥𝘦𝘳—it’s 𝘸𝘰𝘳𝘬𝘪𝘯𝘨 𝘴𝘮𝘢𝘳𝘵𝘦𝘳. 🔹 Use AI tools and automation for redundant tasks. 🔹 Simplify processes—cut unnecessary steps. 🔹 Redistribute work intelligently—not just to the most competent. 𝟯. 𝗦𝗲𝘁 𝗕𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀 𝗼𝗻 “𝗜𝗻𝘃𝗶𝘀𝗶𝗯𝗹𝗲 𝗪𝗼𝗿𝗸” 🔹 The most valuable people often pick up extra 𝘩𝘪𝘥𝘥𝘦𝘯 𝘭𝘢𝘣𝘰𝘳—mentorship, documentation, problem-solving. 🔹 Make it visible—track it, quantify it, and address the bandwidth issue. 𝟰. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗨𝗽, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗗𝗼𝘄𝗻 🔹 Leadership needs to know the real impact of reduced resources. 🔹 Frame conversations around 𝘳𝘪𝘴𝘬 𝘢𝘯𝘥 𝘤𝘰𝘯𝘴𝘦𝘲𝘶𝘦𝘯𝘤𝘦𝘴. 🔹 Offer solutions—not just complaints. 🔹 Get buy-in for realistic expectations. 𝟱. 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀, 𝗡𝗼𝘁 𝗕𝘂𝘀𝘆𝗻𝗲𝘀𝘀 🔹 Working more hours ≠ More impact. 🔹 Measure success based on 𝘳𝘦𝘴𝘶𝘭𝘵𝘴, not effort. 🔹 Encourage asynchronous work and flexibility. 🔹 Push back against unnecessary meetings. 𝗕𝗼𝘁𝘁𝗼𝗺 𝗟𝗶𝗻𝗲: If your workforce has been cut, your strategy has to change. 🔥 What strategies have worked for you when dealing with workforce reductions? Drop them in the comments!

Trust is built in drops and lost in buckets, and we’re running out of buckets. If you're leading teams through #AI adoption, navigating #hybrid work, or just steering through the tempest that is 2025, there's a crucial factor that could make or break your success: #trust. And right now, it's in free fall. Edelman's Trust Barometer showed an "unprecedented decline in employer trust" -- the first time in their 25 years tracking that trust in business fell. It's no surprise: midnight #layoff emails, "do more with less," #RTO mandates, and fears of #GenAI displacement given CEO focus on efficiency are all factors. The loss of #trust will impact performance. The Institute for Corporate Productivity (i4cp) research shows high performing organizations have 10-11X higher trust between employees and leaders. Trust impacts #engagement, #innovation and #technology adoption, especially AI. My latest newsletter gets beyond the research and into what leaders can do today to start rebuilding trust You can't command-and-control your way through a complete overhaul of how we work... Trust is a two-way street. Leaders need to go first, but we also have to rebuild the gives-and-takes of employer/employee relationships. Three starting points: 1️⃣ Clear Goals, Real Accountability. Stop monitoring attendance and start measuring outcomes. Give teams clear goals and autonomy in how they achieve them. 2️⃣ Transparency with Guardrails. Break down information silos. Share context behind decisions openly - even difficult ones. Establish guardrails for meaningful conversations internally (instead of rock-throwing externally). 3️⃣ Show Vulnerability. Saying "I don't know" isn't weakness–it's an invitation for others to contribute. The word “vulnerability” seems anathema to too many public figures at the moment, who instead are ready to lock themselves in the Octagon with their opponents. But what’s tougher for them: taking a swing at someone, or admitting to their own limitations? This isn't just about CEOs. Great leaders show up at all levels of the org chart, creating "trust bubbles:" pockets of high performance inside even the most challenging environments. If you're one of those folks, thank you for what you do! 👉 Link to the newsletter in comments; please read (it's free) and let me know what you think! #FutureOfWork #Leadership #Management #Culture

In today’s fast-paced business environment, change is inevitable. Whether it’s implementing new technology, restructuring teams, or shifting company policies, change management is crucial for maintaining productivity and employee morale. However, one common mistake organizations make is trying to surprise employees with changes, hoping to catch them off guard and avoid resistance. Why Surprising Employees Doesn’t Work    1.   Lack of Trust: When employees are not informed about upcoming changes, they may feel that their input is not valued. This can erode trust between management and staff, making future changes even more challenging.    2.   Resistance to Change: People generally resist change when it is imposed without explanation or input. This resistance can manifest as decreased motivation, lower productivity, or even turnover.    3.   Confusion and Misinformation: Without clear communication, rumors and misinformation can spread quickly. This can lead to unnecessary anxiety and stress among employees. The Importance of Effective Communication Effective communication is the cornerstone of successful change management. Here are some reasons why it’s essential to communicate changes clearly and transparently:    1.   Builds Trust: Open communication helps build trust by showing that employees’ perspectives are valued. When employees feel included in the process, they are more likely to support the change.    2.   Reduces Anxiety: Clear explanations of what changes are happening and why can alleviate anxiety and uncertainty. Employees are better prepared to adapt when they understand the reasons behind the changes.    3.   Encourages Participation: Communicating changes early allows employees to provide feedback and suggestions. This not only improves the change process but also fosters a sense of ownership among team members.    4.   Improves Adaptation: When employees are well-informed, they can start preparing for the changes ahead of time. How to Communicate Changes Effectively    •   Early Notification: Inform employees about upcoming changes as soon as possible. This gives them time to process the information and prepare.    •   Clear Explanations: Provide clear reasons for the changes and how they will affect employees. Use simple language to avoid confusion.    •   Open Dialogue: Encourage feedback and questions. This helps address concerns promptly and builds trust.    •   Training and Support: Offer training or support to help employees adapt to new processes or technologies.    •   Follow-Up: Check in regularly to see how the changes are impacting employees and make adjustments as needed. In conclusion, change management should never be a surprise. Effective communication is not just a courtesy; it’s a necessity for successful change management. #effectivecommunication

“Our budget was slashed again,” exclaimed a frustrated CMO from a $75mil SaaS company. “The remaining staff is depressed, and those who can are jumping ship--anyone have any ideas for me?” the CMO asked. And so began another CMO Huddle in the “hidden recession” of 2024. Before breaking down the potential solutions to this common challenge for many B2B CMOs, let’s reflect on the economic realities our recent research revealed: ⚡ 69% of B2B marketing leaders believe their industry is in a recession ⚡ 50% noted their company experienced layoffs ⚡ 69% were asked to do more with less budget ⚡ 76% are experiencing more pressure to deliver pipeline results [Note: The complete report will be released on 6/18/24. Ping me for a copy.] Now let’s tackle this CMO’s leadership challenge after layoffs and budget cuts. Most of the time, layoffs do not end up with the optimal mix of talent based on the reduced budget. Sure, you eliminated some weak performers. That’s always helpful. But the critical question is, given your new budget, do you have the right mix of talent? If you had started from scratch, is this the team you would have put in place? Rather than fretting about staffers jumping ship, think of that as an opportunity to right-size and rebuild with a team unburdened by what happened before. Look for “utility players” eager to tackle multiple roles and “Impact Players” as outlined in Liz Wiseman’s great book. These more flexible individuals will be invaluable as you look to stretch every penny. Now, on to allocating your smaller budget. The biggest mistake you can make is to cut each area equally. Instead, take a step back. Restart your strategic process. The budget will follow. A smaller budget requires more focus. First, your smaller staff won’t be able to cover the same ground they did before. Second, your overall reach is likely to drop or your dollars will be spread too thin to make an impact. But again, you need to tackle your go-to-market strategy before deciding on budget allocation. Here are some questions to help drive a more focused strategy: 🐧 Can you eliminate one or more products/services in your portfolio?   🐧 Can you drop a vertical market or two or refine your ICP? 🐧 Can you fixate on one vulnerable competitor and win more of those deals? 🐧 Can you reposition your product/service to make it more appealing to a specific target? 🐧 Can we adopt a more distinctive personality to help us cut through?  This exercise is about differentiation. Narrowing the target and finding your unique position, your most compelling point of difference. Once you have this, allocating your reduced marketing budget will almost be fun. Ultimately, a budget cut is a leadership opportunity for CMOs. Force the big-picture discussion. Remind your leadership team, “We can’t keep doing what we did before with fewer resources and expect better results.”  You can also promise them that a tighter strategy is the fastest path to innovation. 

Are you struggling in an under-resourced #workplace? Inadequate staffing has been cited as one of the biggest stressors in today's business world. As employees struggle to manage the job responsibilities of 2 or 3 people, exhaustion happens first. Long working hours, with little to no downtime, leads to mental and physical fatigue. In the long term, it’s the pressure to continue to meet high expectations, even though the workload is unmanageable, that causes #burnout. At this stage, employees either collapse or quit. As employees we know working like this is harmful and not sustainable, but we keep going. The fears of: ❗️ disapproval and judgement  ❗️ missing out on a promotion  ❗️ being seen as weak, imperfect or a poor performer  ❗️ letting people down ❗️ being indispensable ❗️ conflict or confrontation ❗️ rejection or job loss make us soldier on. The hope of change fuels us to keep going. But eventually, even that won't save us from burning out. If you’re in an under-resourced environment and struggling with your workload, standing up for your physical, emotional and mental needs is crucial. Otherwise, burnout will ensue. Take charge of what you can: ✅ Reduce overwhelm by creating a list of most critical/time-sensitive tasks and focus on those first. Break down larger tasks into smaller, manageable mini-goals. ✅ Block time for specific tasks, including breaks - eliminate distractions, and learn how to say “no” to additional workload and people (you can also say “I can’t do it now but I can do it *state time* or “colleague” can help you…) ✅ Communicate challenges and ask for guidance, tools and techniques from managers, mentors, HR, colleagues ✅ Learn/model influencing, selling and negotiating skills to increase your chances of making your needs heard and getting the resources or support you need ✅ Clarify your boundaries, communicate them and stand by them ✅ Seek professional help to work on what's stopping you from setting boundaries e.g. people pleasing, fears of saying no, perfectionism, FOMO, fear of job loss ✅ Update CV, LinkedIn profile, nurture your network, upskill to create psychological safety that if you lost your job, you’d find another one Sometimes the under-resourced state is temporary - and it's doing the best you can with the resources you have until the storm blows over. But if this is ongoing or permanent, and your employer isn’t willing to give you what you need to perform at your best, you must ask yourself: 1) What are you really doing this for? And 2) Is it worth it? What other advice would you give to anyone working in an under-resourced environment right now? #workstress #overworked #mentalhealth

Everyone is facing challenges right now. At the core, what we all want is to feel secure, supported, and capable of moving forward. The reality is, many are still navigating challenges: → Teams strained by constant change and uncertainty → Leaders juggling impossible priorities with limited resources → Employees grappling with burnout and the pressure to perform Here’s what people truly need: 1. Clarity of Purpose: People need leaders to articulate the “why” behind actions and decisions, especially in uncertainty, so teams can focus on what truly matters. 2. Psychological Safety: Leaders must create an environment where team members feel safe to speak up, share ideas, and express concerns without fear of judgment or retaliation. 3. Support for Vulnerability: Encouraging openness, admitting mistakes, and modeling vulnerability helps teams navigate challenges together. 4. Shared Accountability: Leaders need to ensure that responsibility is shared, not just top-down, so the team feels collectively committed to results. 5. Guidance in Conflict: Leaders should coach teams to embrace constructive conflict and ask the hard questions (“What’s not being said?”) rather than avoiding tension. 6. Consistency and Presence: In hard times, people need leaders who are visible, engaged, and steady, providing reassurance through consistent actions. 7. Empowerment for Growth: Leaders should continue to invest in people’s development, even under pressure, showing that growth and learning remain priorities. 8. Trust in the Team: People need leaders who trust them to make decisions and take ownership, rather than micromanaging during crises. 9. Transparent Communication: Sharing as much information as possible, even if imperfect, helps people understand the reality of the situation and reduces fear of the unknown. 10. Commitment to Co-Elevation: Leaders must demonstrate that even in hard times, the team’s success and growth matter as much as individual goals, lifting each other up together. This is the kind of leadership that makes a real difference.

Reorgs are a promotion fast track. I got half of my career growth through reorgs and you can too. Here's how: We tend to think of career growth in the structured, linear way: Work hard, deliver projects, gather good feedback, get chosen for promotion. This is normal. It is so normal that my most successful class is about exactly this process. Many students have taken the class and been promoted. However, there is another way to move up without all the process. This is being elevated in a reorg or layoff. In either a reorg or a layoff, roles are redistributed without performance reviews, peer feedback, committees, or process. So, the rules of the game change. In normal promotion processes, the focus is on evaluating weaknesses and trying to have a consensus that every peer loves you. In a reorg, however, whoever is in charge simply decides how to lay out the organization. This means that if you have established yourself as the go-to person who can get things done under pressure, you can be given critical new responsibilities even as people around you are given a box to pack their desk. The good news is that both traditional promotion and "battlefield promotion" through a reorg have many of the same inputs: Delivering a lot of valuable results and creating a business impact form the base of both. To move up, you must be valuable. Next, your relationship with the leader(s) making the decisions also matters - they must trust you and believe that you can deliver in a bigger role. The key difference is that tenure matters less in a reorg. No one is asking how long you have been in your current role, like they do with a promotion. Having no critics also matters less. Reorgs and layoffs tend to be decided by your direct management chain, not by a large committee that is seeking feedback from a wide range of peers. There is an old image of "smoke-filled back rooms" where key decisions are made. The reorg and layoff process resembles this trope much more than the formal promotion process does. As such, your reputation and relationship with the decision maker matter a lot more. Today, with many companies growing more slowly and trying to flatten their organizations, the traditional path to promotion is becoming more difficult. Managers are expected to have larger teams, yet there is less growth to create them. As a result, moving up in these unplanned and unexpected scenarios is more important than ever before. The key question: Are you putting as much effort into being chosen to move up in a reorg as you are to managing the traditional promotion process? We cannot predict when reorgs will happen, but most of us also complain that they happen all the time. Do not confuse lack of a clear schedule with lack of opportunity. I now go more deeply into this in my class, “Stuck at Senior Manager”: https://buff.ly/eqcp0Jq Readers- How else can you take advantage of reorgs?