Note: These aren’t fully formed — I just thought I’d put them out there. Feel free to push back.

The troops don’t experience this the way you do

Reorganization is hardly ever viewed as positive by the troops. People are comfortable with how things are, and there is typically more downside in the unknown than there is upside. As leaders, we often get all excited about how things will be better. Be aware that others aren’t there yet.

Reorgs are seen differently by people who have been “in the know” and those who haven’t. First and foremost, to those out of the loop, they feel like surprises. That’s because there was a moment they didn’t know, followed by the moment they do. They don’t have the weeks before the announcement to get comfortable with it.

So… listen. Empathize that change, even for the obvious best, is hard. And then listen some more. Soften the surprise by helping them work through it, rather than treating the change as something you hurry them through.

Move past the org chart quickly

Reorgs can come across as pompous and self-important for leadership. While moving boxes around on an org chart to the right places is indeed important, it doesn’t actually get any work done. In an org that wants to focus on getting work done, you need to move quickly past “X reports to Y and this will be fabulous” to “these are concrete ways this will either be the same or better for you and will help you get more done with less friction.”

Don’t bundle the reorg with massive new strategy

Followup — landing the org — is important, but that is a separate thing. Often to be done separately from the 1:1 or announcement where you make the change. Promising massive changes coupled with the reorg has at least a few risks:

  1. People feel left out because they weren’t given the courtesy of being consulted or informed.
  2. We could be wrong with what we planned — missing nuances or forgetting gaps.
  3. People often can’t listen and comprehend the tactics of the future in the same conversation as landing the picture of the future.
  4. It can come across as selling the change.

Reorgs are a Broadway play

So… reorgs must appear to the troops as a well-orchestrated Broadway play. Lines and cues should be perfect. Nothing should be forgotten. Nobody should be surprised. Reasoning for each action should be clear.

Unpopular things should be called out as things to overcome — the plot! — not ignored. Who wants a Broadway play where there are no problems, and thus no solution is needed?

Above all, there are always chaotic moments, things that don’t go as planned, lines that are delivered wrong in front of the lights. These should be kept backstage if possible, and corrected gracefully onstage when necessary.

While people may be justifiably wary of change, at the end of it all they should appreciate the care and respect leadership put into landing this change well and completely. And then we can all get up from the play and get back to our lives — doing the work of the company that our customers demand and that fulfills our employees.