How to remobilize the teams after a restructuring
Helping your team members turn the page after a difficult transition.
The announcement of a major restructuring is always a delicate moment. The risk of upsetting one’s teams is high. Can it be avoided? According to expert Mitchell Lee Marks, leading change without destabilizing one’s teams is nearly impossible. To minimize its effects, you must take the time to help your team members turn the page and give them both the desire and the means to take initiatives again.
A Look at the News
Supporting a painful reorganization
The difficult context often leads to taking painful measures, which can damage staff motivation, or even the social climate. What posture can managers adopt to ease these transformations?
Implementing a successful reorganization
In a context of permanent change, companies need to reorganize frequently—but results are rarely satisfying. How can you maximize your chances of success in a reorganization initiative?
Successfully transitioning to the self-managed enterprise
While the ”liberated company” model provides a solution to agility challenges, it involves a real disruption in organizing the relationships among employees. What does it take to achieve such a radical change?