When was the last time your change plan addressed the fallout of a reorganization? What about the drop in quality and productivity that we all know accompanies major change? Gwen Moran (Fast Company, 7 Steps to Survive Your company’s Re-Org) cites research that “74% of employees who kept their job after a corporate layoff said their productivity declined.”
Yet rarely do change plans address this directly. We say that as people adapt to the change, as it becomes the new normal, quality and productivity will pick back up. We think that if the training is better, that if our leaders are more effective sponsors, if the case for change is strong enough, we will minimize the downturn’s depth and duration. Each of these can play an important role, but they are not enough to address the survivor’s guilt that accompanies reorganizations and layoffs.
Moran identifies 7 steps that employees can take to move through the guilt to the other side. As change practitioners, we can build change plans that help to make that possible.
- Recognize the fallout; the feelings and emotions are real.
- Rebuild confidence.
- Find opportunities.
- Do a gap assessment.
- Manage up and down.
- Don’t lose contacts.
- Try to embrace the change.
By finding ways to work with employees as they move through these steps, we will not only be helping them. We will be strengthening the likelihood of change success.
Brian Gorman is the Managing Editor of Change Management Review™. In this capacity he regularly curates articles of importance to our readership; contributes original writing; hosts podcasts; and works with guest authors.
For more than five decades Brian has been engaged in—and a student of—change at the personal, organizational, and societal levels. During this time, he has worked with both individuals and organizations (ranging from solo practitioners to Fortune 100 businesses), guiding them through a wide array of challenges. Decades of experience have given him a deep appreciation of the universal patterns that underlie successfully navigating even the most difficult changes.
In addition to his work as our Managing Editor, Brian is a transformation coach, supporting both individual and organizational change. Brian is committed to passing his “lessons learned” on to others, so that their change journeys can advance more smoothly. He is a frequent workshop facilitator and public speaker. Brian is the author of “The Hero and the Sherpa,” a chapter in the online Handbook of Personal and Organizational Transformation (Springer Publishing; Judi Neal, Editor). He also has an extensive library of blog posts, articles, and videos on the change journey, including “The Ten Most Important Lessons I Have Learned Over 50 Years of Engaging Change.”
Mr. Gorman’s formal education includes a BA in Cultural Anthropology from Syracuse University, an MA in Higher Education Administration from the University of Texas, San Antonio and an MA in Human Relations from the University of Oklahoma.
Brian is an International Coach Federation (ICF) certified coach, and is an active member in the New York City chapter. Brian is also a member of the Forbes Coaches Council and the Gay Coaches Alliance.
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