People First
Last week I wrote about how to successfully prepare for a reorganization in higher education. Make sure to read it. Next, let’s focus on the most important element: people.
Even before a reorganization, employees and managers often complain about roles being unclear, duplication of efforts, and sometimes being asked to report on activities or metrics that don’t seem to match their job description. Or even worse, they think someone is stepping on their turf and making decisions they don’t have the authority to make.
The causes often are ineffective communication with their supervisors or peers, or some personalities tending to dominate and over-step, not respecting the chain of command. A common pattern is also an “adaptive mechanism” when some individuals have a poor performance track record and, smart coworkers find loopholes to reach other employees who are more dependable. And of course, it’s human nature to want to avoid the tasks we don’t like and focus on activities we enjoy more. People like to stay in their comfort zone. So, countless factors can create confusion and disfunction.
Role Definition
If it’s chaotic before a reorg, imagine how critically important role definition is during and after a reorg! For each person affected by the changes, you will need a new job description, clearly showing responsibilities and expected outcomes. Make sure to define metrics and have systems in place to measure them. What gets measured gets done, but what isn’t assessed tends to be forgotten when people are busy. Clarify priorities for each person and for your department, and make sure everyone understands what success looks like. You may also need to have some processes and procedures in writing for people to refer to when they are not sure how to handle a situation or whom to contact in case of problems.
Assess Feasibility
Have candid conversations with your employees to ask them if what is being asked of them seems doable. In most cases, they will ask you clarifying questions making you realize there are details you had not foreseen. Find the time to address their concerns and don’t simply expect them to figure things out on their own. They need guidance from you, and you need their complete buy-in and commitment. This part is crucial because if your employees believe they are set up to fail, or you are not listening to their input, their morale will be impacted, and they may become less engaged. The workload, the reporting structure, and how teams are staffed must be realistic.
Prevent Problems
Did you know that English is my second language? It was during a coaching session that I learned from a client the expression “We are building the plane while flying in it”. Please build your plane before takeoff. You can course-correct as you go but don’t be reckless. Ask your employees what problems they foresee that could be prevented with better planning. This needs to be a consultative process. Obviously, you will need to disregard unreasonable personal preferences that are not justified, or extreme resistance from individuals that say no to everything. Use your best judgment and discernment but make sure to have crucial conversations throughout the process.
Employee Morale
In another recent article, I wrote about the importance of how you announce important decisions, and how to frame them to make people more receptive and more likely to be onboard. You can read it here. There are two important parts relating to communication (1) how you make announcements and create an exciting vision of the future, and (2) how you make employees feel seen, heard, and appreciated.
When you make announcements, emphasize the positive aspects. Think of the problems the reorg will solve and the benefits it will bring. Help individuals connect the dots between the changes and what will be better for them. Some employees driven by service will find meaning in serving at a higher level. Employees who are focused on their career advancement will welcome new responsibilities that will look good on their resume. Some employees will be thrilled to have more authority. Others will be happy to see long-held frustrations reduced by doing things differently.
Also, remember to celebrate milestones and accomplishments. People are your greatest assets, and a paycheck is not enough to keep them highly engaged and working to make your vision successful.
In my next article, I will discuss an area that most people don’t like because they don’t do it effectively: keeping people accountable and improving outcomes. I invite you to click here to subscribe to my newsletter to receive it when it’s posted and never again miss a resource that could have helped you in your position.
If you are going through a reorganization or planning one, please click here to schedule a complimentary call to discuss your circumstances and how I can help you make the process as effective and painless as possible. Talk to you soon.
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to executive coach for leaders in higher education administration. She empowers them to thrive by improving communication, confidence, executive presence, effectiveness, reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.