Facing resistance from long-term employees in a major organizational restructuring?

We must understand the concerns of long-term staff and leverage their unique tenured perspectives – if they are in the path-forward. The sooner their status is clear, the better it is for all concerned as uncertainty can often breed resistance. But resistance must be clearly discerned. Long-term staff may be skeptical if they have experienced prior failed change initiatives due to ill conceived change, poor engagement, planning or execution. They could be seeking to understand or challenge the approach in terms of scale, scope and pace of change given they are more familiar with the organization's tribal knowledge - and be the source of critical call-outs. Engaging these staff thoughtfully can provide the keys to successful change.

Transparency is critical as is authenticity. The acceptance of the message is dependent on if the leader delivering it has developed trust with his team. Especially when the change will impact people negatively. Having a leader who doesn't try to sugarcoat things, but is empathetic and honest can make a world of difference especially with long term employees.

Empowerment in change management is about creating a sense of ownership among employees. Establish cross-functional teams that include long-term employees as key contributors to the restructuring process. Their institutional knowledge is invaluable in identifying potential pitfalls and ensuring practical implementation. Encourage these teams to present their ideas to leadership, reinforcing that their input is not only heard but also valued. This collaborative approach not only reduces resistance but also ensures that the restructuring is grounded in real-world, actionable insights, driving more effective outcomes.

Recognition should be both public and personal. Publicly acknowledge the achievements of long-term employees in meetings, newsletters, and through awards to reinforce their value within the organization. On a personal level, have leaders take the time to express appreciation through handwritten notes or face-to-face conversations. This not only honors their past contributions but also integrates them into the future narrative of the company. By linking their legacy to the organization’s evolving story, you maintain their engagement and loyalty, even as their roles may shift.

Flexibility is the cornerstone of adaptive leadership. As you gather feedback during the restructuring process, be willing to pivot where necessary. This might mean revising timelines, reallocating resources, or even altering the strategy based on real-time insights from your long-term employees. Create feedback loops that allow for continuous input and adjustments, demonstrating that the restructuring is a living process, not a rigid directive. By remaining open to change, you foster an environment of mutual respect and collaboration, turning potential roadblocks into opportunities for growth.

Organizational change is challenging and there are three things you can do to be successful. First, establish the strategy, benefits and roadmap. Second, choose the right model, method and team to deliver the change. Third, minimize the resistance by establishing engagement early, build in feedback from organizational leadership, communicate the change/status/benefits regularly. Success begins with stakeholder engagement helping to build the case for change and setting the vision.