Government leaders, CEOs or employees – some people have a sense of when it’s time to leave with dignity and decorum, others do not.
Personnel changes are not always easy to accept, especially at management levels. Neither for the supervisor, who may have to vacate the field unjustifiably in his or her view, nor for the employees. Some are quick to recognize the opportunities that leadership changes bring, while others fall into helplessness and fear. But as always, there is only one thing that helps in this case: Accept the situation like an adult.
Time-consuming power struggles
Power struggles take place in corporations all the time. Superiors who could hardly be more unpopular or unsuccessful cling to their boss’s chair with all their might and present a sad picture in the process. Sometimes they win some more time, but most of the time they simply disappear “dishonorably” from their position at some point.
Quite differently and surprisingly, Amazon CEO Jeff Bezos has announced his resignation. Although Amazon has tripled its profits in recent months, he announced he was hanging up his CEO post to devote himself to other projects. Among them, the space company Blue Origin. His departure is fraught with risk for the group, and yet the timing is perfect.
When changes in leadership can harm the success of a team
Reorganization, mergers, outsourcing, restructuring – most companies are not only driven by change, the associated changes in the various management levels also follow at ever shorter intervals. Often, it is not personal reasons at all that cost the team or department leader his or her job. Sometimes the supervisory board, executive board or investors want a more economical way, new structures or a realignment.
This is understandable from a neutral and economic point of view. For the employees, however, it often comes as a severe shock. And for the manager concerned, perhaps even a catastrophe.
It is not uncommon for employees to say goodbye to the weekend in a good mood, only to learn on Monday morning that the managing director has left the company, that departments or divisions are being closed and that they are facing (yet another) “reorg”. What sounds simple in theory and is quickly implemented on the organizational chart usually means chaos on a psychological level.
Unexpected and sudden separations are a shock for everyone involved. Existential fears are inevitably triggered when the trusted person and the security system disappear without notice. But even if the unattractive consequences of rapid changes are readily downplayed, there is no other option than to accept the situation.
How leadership changes are handled professionally
If a leader leaves involuntarily, it creates even more uncertainty in the team. Even employees who are positive about the change usually get nervous and wonder what it means for them. It is not uncommon for such an announcement to be followed by outright shock in all affected work areas. As a manager in a similar position, you suddenly become insecure, especially if criticism of the success or savings were the reason for the colleague’s deletion or replacement.
No matter what situation you personally find yourself in at this moment: Keep a cool head and communicate. Try to avoid a situation where your team is questioning the future and all conversations revolve around the background, fears and gloomy outlook.
On the one hand, when management announces a leadership change with advance notice, it can calm tempers somewhat. On the other hand, however, there is a risk that many employees will suddenly seize the opportunity and leave the company.
If your team is affected by the reorganization, you should state this clearly and invest in your best employees. Experts in particular are often the first to take advantage of their good opportunities on the job market.
Communication of the new situation should never be limited to internal channels. Depending on the contacts an executive had with customers, suppliers, investors and other stakeholders, they must also be informed promptly. And this must be done before the changes and personnel changes are reported in the media.
The new executive also needs time to get up to speed with the team and the company. If you too are getting a new supervisor, try to support him or her during the initial phase. Be careful to avoid a potential “all-new dynamic.” Changes that are too big and too fast will overwhelm any team.
Conclusion: Always communicate leadership changes as early as possible. Present the change as positive as possible to minimize uncertainty and retain employees.