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Diane Davis
Director, IC Implementation, Synopsys, Inc.
It is amazing how much stress is associated with reorganizations. My company just
announced yet another one. Keeping your staff productive during the rumor stage is a
managerial challenge that is complicated by today's economy. People are afraid of
losing their jobs, and many people think that reorganization is synonymous with a
layoff.
Usually there is a reason for reorganization. Upper management might be trying to
fill a hole because a key person has left the company. For economic reasons, upper
management might think that a functional organization would work better than an
organization in business units, or vice versa. Sometimes management thinks reorganization
will get the creative juices flowing. Another possible reason for reorganization is that
upper management or the board of directors is not pleased with an executive's performance.
Those people are paid big bucks for a reason. They, like us, are expected to perform.
Whatever the reason, reorganizations are disconcerting. Change that results from
top-down decisions, without any input from the people affected by the change, is
much harder to deal with than change that individuals initiate themselves.
Unfortunately, reorganization might coincide with a layoff. So what's a manager to do?
I always think it is best to address issues as soon as possible. Talk to
your staff either in a group or individually. Listen to their concerns. Address
their fears as best you can. You might not be able to tell them specific details
about the reorganization; you might not know them yourself. You can, however, be
honest with them. If some of your staff start asking about reorganization or a layoff,
you should gather your staff and address the issue. If you do not know whether a layoff
is inevitable, tell your staff that you don't know. If you do know, again be honest. If
you have been told by upper management not to say anything about an upcoming layoff, tell
your staff that you are not at liberty to tell them.
Encourage your staff to voice their concerns. Yes, you might be asked a difficult
question, so do some preparation before your meeting. Think about what questions you
might be asked and develop answers. I have been managing for a long time, so I just
wing it during these meetings. I am comfortable telling them I don't know or am not
at liberty to say.
As a manager, you have a responsibility to keep your staff focused on the work that
needs to be done. We all have jobs to do, whether or not there is a reorganization or
layoff coming up. By gathering your staff and allowing them to voice their concerns,
you can help them get past their fear of the unknown and thus have more energy for their
ongoing tasks.
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