A reorganization changes more than the boxes on an organization chart. People may have a new manager, different teammates, or responsibilities they didn’t have before. Even if the reason for the change makes sense, there are still questions about what it means for their day-to-day work.
As managers, we need to help our teams work through these questions. I don’t think we can do that by simply telling everyone that the new structure will be better. We need to explain what is changing and help with the practical problems that follow.
Explain what we know
Why are we reorganizing? What problem is the company trying to solve? How will our team’s work change? These are reasonable questions, and we should be ready to answer them as clearly as we can.
There will probably be things we don’t know yet. It is better to say that than to give reassurance we can’t support. We can tell the team which decisions have been made, which are still being discussed, and when we expect to know more. If that changes, we need to come back and explain it.
People may also have concerns they don’t want to raise in a group. Our 1-on-1 meetings give us a chance to ask what is bothering them. Is it the new role? The reporting relationship? The possibility that their work is no longer a priority? We need to understand the concern before deciding how to help.
Keep what is working
A new structure doesn’t mean every working relationship or practice needs to be replaced. The team may already have a useful way of reviewing designs or sharing knowledge. People may still need help from their former teammates. We should identify what is worth keeping rather than lose it just because someone now reports to a different manager.
At the same time, some things do need to change. Who makes a decision now? Who owns an existing project? Where should someone go when they need help? Writing these things down gives people something to refer to and makes it easier to spot conflicting answers.
Allow time to adjust
People need time to learn the new responsibilities and ways of working. If we expect the same delivery pace immediately, we may be ignoring the extra work we have just given them. We should review our commitments and discuss what needs to move.
We can also check whether the change is helping. Are decisions becoming clearer? Can people get the help they need? Are teams able to work together? If the same confusion keeps coming up, we need to address it rather than just wait for everyone to get used to it.
When something does work well, point it out. A useful collaboration or a resolved ownership question gives the team a concrete sign of progress. It is more helpful than repeatedly saying that everything will work out.
Summary
During a reorganization, our job is to provide as much clarity and support as we can. We need to explain the reasons for the change, be honest about what is still uncertain, and keep the parts of the team’s work that are already useful. Adjusting will take time. Listening to the team and following up on their questions gives us a way to find out what still needs attention.