Rumors are flying, the grapevine is buzzing. The reports all say that there are going to be big changes in your company. There may even be a lay-off soon. Everything seems up in the air.
As we look to the future, there is every indication that companies will continue to initiate structural changes as they strive to cut cost and meet the demands of an increasingly competitive marketplace with ever-changing customer needs. How prepared are you for the changes ahead?
The most common changes we face in a restructuring are:
· a new boss,
· increased responsibilities (workload),
· more shared resources,
· fewer overall employees but larger spans of control for the managers supervising these employees.
As you look ahead to what the future is going to hold in a company that is undergoing restructuring, there is no way to know what changes will be good changes or which of the changes will be bad changes for you. What is clear is that work life will be different and that those of us who are able to adapt to change will be better positioned to succeed in the new environment than those of us who find change difficult.
Preparing for change ahead of time is one way to improve your chances of surviving—and even thriving—in the new environment. That means anticipating what may happen before it does happen so you can be more effective when new programs are implemented. Below are some ideas on how to prepare for the changes ahead when your company is going through a restructuring:
Be Proactive
If you know a restructuring is being considered or already in the works, think about preparing your own restructuring plan. How would you restructure your own function relative to other departments? If you think your function could be consolidated, prepare a plan that lays out how you would fit into that consolidation. Then consider the consequences of submitting it to your boss. If you are fairly certain the changes will be taking place, you may have nothing to lose and everything to gain if you can present your ideas before the plan is solidified.
Book time with your boss. Ask him if there are changes being considered. He may hedge. But presenting him with your plan may end up giving your boss a new perspective to consider that (s)he had not thought of before. Be sure the plan is realistic and addresses the issues that the management team is grappling with at the time. In any event, it should open up a dialogue between the two of you that could give you a clue as to the direction your boss is heading. You can often feel out of the loop when a restructuring is being discussed. By submitting your own plan, you can put yourself back in the loop and more in control.
Take On More Responsibility
· Look for opportunities where there are gaps or cracks that things can slip through and plug them up. Make sure your supervisor is kept informed about your efforts.
· Ask for additional assignments. Taking on more work, if possible, can position you as a team player and a valuable one at that
.
· Make sure that management knows your skill set. Don’t assume that the Marketing Director you work for now knows that five years ago you worked in Cost Accounting. You can drop comments in casual situations or update your company profile and send him a copy for his info/files.
With fewer management jobs at the top, decisions will have to be pushed downward. So, it stands to reason that employees who are able to take charge and demonstrate good judgment, as well as a willingness to go beyond the confines of their job descriptions, will be more valued in a leaner environment than those who don’t.
Beef up Your Credentials
If you don’t have an advanced degree in your field, making the investment in getting one can pay off in making you more attractive to your current employer as well as making you more attractive to a new employer should you decide to change jobs. While getting an M.B.A. or Ph.D. may be too much of a long-term proposition to consider in the wake of an imminent restructuring, any addition to your area of expertise will be helpful because more and more companies are looking for people who can wear more than one hat. Get certified in a new training program, take a marketing or financial course, attend a customer service seminar.
Demonstrate That You Are A Team Player
As companies seek to improve response time to customers, many are removing traditional functional organizational approaches and restructuring into more cross-functional team-based organizations. You can demonstrate you are a team player in several ways:
· If there are already teams in place, volunteer to help on one
· If there aren’t teams, determine what project you are handling which might benefit from a team approach and pitch the concept to your boss. You may just end up leading it.
· If you are already on a team, be sure you are effectively participating. Send regular updates on the status of the team’s progress to your boss so he or she is constantly reminded of your participation.
Support Your Own Staff
Motivating your team during lean times is difficult. It often means smaller raises, less promotional opportunities, and fewer perks. But it is at just such lean times that every member of your staff is critical. You can keep your own staff motivated by:
· Developing them through rotating assignments so that they can continue to learn new skills, broaden their knowledge and increase their contributions.
· Give them more control over their workday. Providing flexible schedules and opportunities to work from home can be worth more to an individual than pay raises and can increase loyalty.
· Give them more authority to determine their own priorities and make substantive decisions. By pushing decision making downward, you can relieve yourself of some of the workload while providing developmental opportunities for your staff. Giving your product manager control over her sales promotion budget can be a developmental move for her and relieve you of having to sign and approve every little thing.
Additionally, now is the time to communicate, communicate, communicate. Be sure to clearly communicate the purpose of the changes they are experiencing. Discuss with them the rationale and the benefit these changes are expected to bring to the company, such as increasing the company’s competitiveness.
Network!
Having a good relationship with your immediate boss is the biggest factor in anyone’s career success. But during lean times, you will need the support of more people than just your boss. Board Members from across the company are often involved in the reorganization and restructuring decisions. It is unlikely your Vice-President will be unilaterally making promotion and layoff decisions. Human Resources and other department Vice-Presidents will have a say in who stays, who goes, and who gets that newly created position. Make sure that other department heads know you and your work and are aware of what you have done for them in the past. When a restructuring is imminent, it is time to be seen and be visible. Have lunch with colleagues in other areas; go out of your way to meet another department’s request. This should be your modus operandi anyway, but it is even more critical to be on top of things when a restructuring is in the works.
In addition to having broad support in the organization, networking helps you to keep in the loop about what is going on. Informal networks can help you stay apprised about what key decision makers are thinking with regards to the restructuring. Just remember that “rumors” are just that, rumors. While the overall themes may be accurate (e.g. there will be a layoff), specifics are often inaccurate (e.g. they are going to eliminate the product management job). The best source for information will be your boss. Should you hear rumors, be sure to discuss them with your boss. You may be providing her with information that she didn’t know about. And while she probably can’t officially comment, letting her know what you know will help both of you look out for the department’s interests.
Additionally, a good network helps to keep you visible. Should your position be eliminated or significantly changed in the restructuring, your internal network can help you to find new opportunities within the company. You can even use your network to pursue informational interviews. For instance, if you have a strong indication that your department is being eliminated sometime down the road, you can ask to meet with a department head whom you know or whom someone has referred you to discuss the potential for opportunities in their department.
Whatever happens, be sure to stay informed, keep up-to-date and stay visible—and don’t forget to communicate!
Companies know the necessity of investing in their talent pool in times of change for the purposes of retention and enrichment. Ironically, now may be the best time to get an Executive Coach. You can contact me at caaloisi@yahoo.com.
Copyright©1994, 2004, by Career Management Consultants, Inc. All rights reserved. No reproduction of this content is allowable without expressed written permission
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