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Management wants faster implementation of new Organizational Strategy (Part III).
See full color web version at:
http://www.SeniorManagementServices.com/pvt-98-faster-org-strategy.html
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Is anyone "not affected" by a reorganization?
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In the last couple of weeks, I have discussed reorganization
and how you can manage employees who are affected positively
or negatively.
What about employees "not affected" by a reorganization?
Even those "not affected" on your Org Chart will be affected
psychologically.
Yes, they will have the same manager and the same
agreements. But, most of the time ANY change is
threatening to the mind.
That's why it is so important to make your
announcement(s) timely and in person to let people
know what's going on.
Consider this:
Some "not affected" people might perceive that their
colleagues are "getting the shaft." This will be
demotivating and cause negative attitudes, destructive
gossip, and problems that can sabotage your company.
So, treat your reorganization as an emergency (root word
"emerge"). What's the first step in an emergency? Anyone
remember? PROMOTE!
(For more information, look for my download article,
"The 5 Conditions & what to DO about them" at: http://www.SeniorManagementServices.com/ARTICLES.html )
So, get your "cards on the table" and promote the positive
aspects of your reorganization ASAP!
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Does your company have these management problems?
A case study.
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Following is a letter I received from a PVT reader. He^re,
you will read a perfect example of how NOT to reorganize.
(Reprinted with permission. Writer requested anonymity.)
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Mike
Interesting PVT [97]. It reminded me of what happened
to me a couple of times. Let me explain
After our typical annual reorganization, we had
department meetings for the world to see. The projector
screen displayed the new and improved organization.
However on inspection, I realized my department was
gone, nada, zip. . .
No one had spoken a word to me. No one asked what
projects were in the works or what would happen to the
organization if the projects failed.
That evening when I left my office, I was steaming mad.
I had been embarrassed in front of my colleagues and
direct reports. The department manager and a VP quickly
grabbed me and gave me a song and dance about how X had
happened and the announcement had to be moved up.
Being somewhat constrained by my "golden handcuffs,"
I bit my tongue, ate my pride, and went back to work.
Similarly, during a time of weekly downsizing, my boss
called and told me to bring my subordinate (my best
employee) to his office. Why? He was being laid off.
Again, no forewarning, no quest'ions about this man's
projects, his contribution, how much he was saving the
company, his level of commitment for 25 years. Nothing!
He might as well have been a dirty paper towel to
disposed when they were done with him.
A year later, management decided to "outsource" another
department I was in charge of. Again, my only notice
was a ph0ne call -- 2 minutes before their announcement.
My subordinates were given an opportu'nity to work for
the
outsource company for about 2/3 thirds their
current salary, lower benefits, etc. Trust me, this has
not worked out well at all. Why?
Management outsourced projects that my department could
have done. Fortunately, the outsource employees are the
original employees from my department. And they're
doing a damn good job under the conditions. However,
that decision to outsource has been an immense failure.
Here's shy.
My outsourced subordinates are n0w 30 miles away.
Meanwhile, we're developing a critical new (and secret)
project. Work we could have done effectively he^re has
been subject to many delays, frustration, and rework.
N0w, people who need to work together can not.
Worse, we n0w have a huge problem. The outsource company
does not operate from the same "quality paradigm" as we
do.
Although the displaced employees are doing a great job,
they have no control over the shop that makes our parts.
Plus, the outsource company just doesn't have the
skilled employees or mind-set for the necessary
close-tolerance work that we require.
Signed,
(Anonymous)
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How to combat an age-old management problem that still
exists today -- management confusion about reorganization
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Reread the last two PVT issues for comparison with the above
letter. See these two pages:
http://www.SeniorManagementServices.com/pvt-96-faster-org-strategy.html http://www.SeniorManagementServices.com/pvt-97-faster-org-strategy.html
I rest my case.
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"Knowing is not enough; we must apply.
Understanding is not enough; we must do.
Knowing and understanding in action make for
honor. And honor is the heart of wisdom."
-- Johann von Goethe
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Thank you for your participation! Send me your feedback.
a. What did you learn today that you found most beneficial?
b. How will you apply what you have learned at work?
c. I welcome your quest'ions or comments.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
When you're weeding your garden, what's the
best way to make sure you are removing a weed
and not a valuable plant? Pull on it. If it
comes out of the ground easily, it is a
valuable plant.
Does this apply to valuable employees?
There is a better way!
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Until next week...
Best Regards,
Mike Hayden, Principal/Consultant
Your partner in streamlining business.
PS. If you're not on our P V T Roster, sign up (fr#e) at:
http://www.SeniorManagementServices.com
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2005 Mike Hayden, All rights reserved. You may use
material from the Profitable Venture Tactics eZine in
whole or in part, as long as you include complete
attribution, including live website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
About the Author
Mike Hayden is Founder/CEO of Senior Management Services and the Documentation Express in Silicon Valley, California. Mr Hayden is the author of "7 Easy Steps to your Raise and Promotion in 30-60 Days! The book that smart bosses want their employees to read."
ISBN 0-9723725-1-2. More articles at http://www.SeniorManagementServices.com/pvt-information.html
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