When planning an organizational change:
Don't take the surprise party approach. It never works. Employees can smell change in the air, and they notice when certain leaders start having long meetings with Human Resources in conference rooms. It breeds suspicion and fear. Instead, be transparent: "We're looking at our team's structure to see if it's the best approach." Chances are, your employees have already noticed that your department might benefit from some shuffling, and they may have some useful feedback or suggestions.
Do make space to dream. When we first found out that we would be reporting to a new leader and that our roles would be changing, I started by having a lengthy conversation with my employees about our team's work. What was working well? What needed attention? What would they do completely differently if we could start from scratch? These conversations are inspiring and energizing.
Do ask your people what they want. I manage a small team, and I feel like I know each of my employees well: their strengths, their interests, their career aspirations. We talk about these topics at annual reviews, at goal-setting sessions, and regularly at our 1:1s. However, an org change can stir up new ideas and interests. It's worth asking questions like "What do you most enjoy doing?" and "Where would you like to go next?" even if you think you know the answer.
Don't lie to people. I was once in a conference room, listening to a HR manager explain a new organizational structure. She said, "This is not a RIF" (our internal acronym for Reduction in Force). The problem was, the PowerPoint document on her screen - which was projected for everyone in the room to see - was titled with the name of our department and the acronym "RIF." My job was officially eliminated a few weeks later.
When announcing a decision:
Do tell the affected people as soon as possible. The people most affected by an org change are the ones who are getting new managers, new job titles, or new teammates. Or, of course, severance packages. Once a decision has been made, they should be the first to know. The rest of the "FYI" list can wait. There's nothing worse than finding out about your own career change through the office grapevine.
Do follow a communication plan with clear dates, time of day, and order of notifications. During a layoff at another company, the telecom team shut off voice mail and extensions for terminated employees before HR had the conversation with the affected people. Nobody knew why certain coworkers' extensions were showing as "vacant" - until an hour later, when everybody knew. Time of day matters.
Do bring people together as humans. Shortly after I found out I had a new leader, he invited me to lunch. A few days later, he invited our entire local team to a hockey game. These little gestures went a long way to alleviating my fear of the unknown. Nobody wants to report to an unfamiliar name on the org chart. If you're inheriting new employees, get to know them in a friendly, low-key setting as quickly as possible. If those employees are spread across different offices, invest in the travel if at all humanly possible.
When you don't know any more about what's going on than your employees do:
Don't be Chicken Little. Leaders set the tone. Don't tell everyone that the sky is falling or the department is crumbling, even if you sometimes fear that it is. Remind yourself and your employees: You're smart, you're skilled at what you do, and the best thing you can do each day is show up and shine your brightest and embrace the opportunities around the corner.
Don't make it all about yourself. A friend found out on a Thursday afternoon that half of her team was laid off. When she returned to work on Friday morning, her manager wasn't there. The manager still had a job, but she had spent the morning exercising with her personal trainer and getting a massage. She was so tense, she explained to her employees when she arrived two hours late. So were they, and the support and reassurance of their leader would have gone a long way.
Do acknowledge the emotions that it stirs up. Even a re-organization with no layoffs, no budget cuts, and great opportunities for everybody is still incredibly emotional. Your employees have been working for a boss they know, doing a familiar job, and suddenly everything is thrown into chaos. There's the uncertainty of adapting to a new leader and new coworkers, the merging of different teams' processes and cultures, and often an insecurity about where they will fit in the new world order. For some people, it's an exhilarating time of opportunity. For others, it's a terrifying loss of control. Often, it's both. Acknowledge this. Let your employees know that it's perfectly normal to grieve for the old way, and to be apprehensive about the new one. Soon, the new way will become familiar, and you'll wonder how you ever worked any differently.
Do embrace the positive. Change can be scary, but change can be wonderful. It's a catalyst for creativity. Things that were previously too difficult suddenly become possible. It can bring clarity and insight. It can bust you out of a rut and turn you into a better, braver version of yourself.
The best thing about change is that it always, always teaches us something. I'm here, excited, and ready to learn.
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