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When the plan changes, people need something to trust
They say you do not really understand management until you have been through an organisational change—especially when you have to let colleagues, friends or employees leave your team and face an uncertain next step. For…
When the plan changes, people need something to trust
They say you do not really understand management until you have been through an organisational change—especially when you have to let colleagues, friends or employees leave your team and face an uncertain next step.
For me, this is one of the hardest parts of being a leader. It is nerve-racking. You feel sad, disappointed and sometimes awful. You know your decisions affect people and their families. At the same time, you have a responsibility to move the business forward, and sometimes difficult decisions are needed to take the next step.
A clear goal helps you through these situations. You need to think carefully about what you want to achieve, why the change is necessary and how it will help the business. Then you need to explain that direction so people understand what they are working towards.
Your responsibility continues after the change. The people who remain may also feel worried, confused or unsettled. They have lost colleagues, their responsibilities may have changed, and they may wonder what will happen next. As a leader, you need to listen, rebuild confidence and help the team move forward.
This is where clear goals and useful KPIs matter. The right goals depend on your business and its situation. It might be winning another project, reducing order errors, improving delivery performance or increasing margins. People need something concrete to work towards together, with a clear way to see progress.
You also need support yourself. Think carefully about who needs to be involved, who needs to know and who can help you challenge your thinking. You need someone you can speak openly with. Carrying every difficult decision alone can wear you down.
Change does not always mean people lose their jobs. Removing management responsibilities, changing reporting lines or moving someone into a different role can also create strong reactions. It can be particularly difficult when someone sees their strengths and performance differently from you. Those conversations need clarity, respect and patience.
There may be moments when someone says they no longer respect you, or even calls you the worst person in the world. Those words hurt, especially when they come from someone you have worked closely with. You still need to stay calm and stand by a carefully considered decision. Listen to their concerns and take valid feedback seriously, but do not change direction simply because someone shouts at you. People need to trust that your decisions are based on sound judgement.
I have made many changes to my organisations over the years, and I have never learned to enjoy them. But I have learned that a clear purpose, careful preparation and consistent leadership give you a much stronger chance of success. You need to stand by decisions you believe in, while staying willing to listen and adjust when needed.
Be strong, stay respectful and be consistent. You cannot make every decision popular, but you can take responsibility for it and help people move forward.
When the plan changes, people look to you for direction. Give them a goal they understand, treat them with respect and follow through on what you say. That is how you give them something to trust.
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