In a reorganisation, silence gets filled fast, and rarely with the truth. We help you communicate the restructure to employees: what’s changing, why, and what it means for them.
A free first call. You bring the subject, we bring how we’d approach it.
People understand the new shape of the organisation and the reason for it. They know where they fit, who to go to, and what happens next. Managers can answer the hard questions instead of forwarding them. Nobody pretends it’s painless, and people trust you more because of it.
Restructure communication fails more often because of the order than the words. Who hears first, what they’re told and what their manager can answer decide whether people trust what comes next.
Before anything is announced, agree what is decided and what is still open, and check your consultation obligations with HR and legal. Announcing something you later have to walk back does lasting damage.
Map who needs to hear first: the people directly affected, their managers, then everyone else, then customers and partners. Plan for a leak, because in a restructure there usually is one.
People can accept a hard decision when they understand why it was made. “To create synergies” isn’t a reason. Say what problem the new structure solves, in plain words.
The new org chart matters less than one question: what does this mean for me? Give people their new manager, their role and what happens next, or a date when they’ll know.
Managers get the difficult questions first, often before they know the answers. Give them the questions they’ll face, honest answers, and permission to say “I don’t know yet, and here’s when I will.”
The town hall is the start, not the end. Follow up with a written Q&A, regular updates and a place to ask questions. The people you most want to keep are the ones deciding whether to stay.
Tell us about it. In one conversation, we’ll tell you how we’d approach it, in confidence. No fee, no obligation.
Test us on one subject