When major changes impact your IT team, how do you balance transparency with the need to maintain morale and avoid panic?
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I have found over a 30+ year career that I am at odds with most of my peers and management in preferring transparency. I view secrecy and non-inclusion in processes that can in any way affect morale, or drive anxiety and panic to be very counterproductive in most cases and in the long term. An organisation is built on trust.
Of course, closed door discussions to brainstorm or explore possibilities and scenarios. But one a plan is made, the consultation process must begin. It must be my 7+ years in Sweden and then most of my career in European countries which has led me to this view, or an ingrained morale that honesty is the best policy.
Even in the most difficult restructuring operations, and I have been part of a few, more likely than not, a lengthy process, an unclear and poorly communicated process will reveal itself too late, and destroy the trust of most.
The positive of such situations has been revealed when you make a fast decision in a consultative process, and with a warm heart and cool mind communicate, inform and bring the initiative to closure.
Change is going to happen, don't shy away from it - accept that it will impact everyne differently.
Be as honest as you can, within the limits of what you can say.
It doesn't hurt to tell people you don't have all the answers and then invite others to share their throughts on what they think it might mean. What will hurt is if you make something up and it's later found to be wrong.
When major changes hit my IT team, I focus on clear, phased communication. I share what I know early, framing the change within the broader strategy to provide context and purpose. I stay honest about uncertainties but highlight opportunities and benefits. Keeping open channels for questions fosters trust and engagement. By involving key team members in the process, I ensure they feel valued and part of the solution, which helps maintain morale and minimizes anxiety.
Lead by Example: Demonstrate calm and confident leadership. Your demeanor will influence the team's response to the changes.
Explain the 'Why': Help the team understand the reasons behind the changes, how it aligns with organizational goals, and the expected benefits.
Provide a Roadmap: Share a clear and realistic roadmap of the changes, including timelines and what to expect at each stage. This helps manage expectations and reduce uncertainty.
Be Available: Make sure leadership is accessible for questions and concerns. Being visible and approachable can reassure the team.
Acknowledge Concerns: Recognize and validate the team's concerns and anxieties. Provide a platform for them to voice their thoughts and questions.
Be Patient: Understand that adaptation takes time. Be patient and provide a grace period for the team to adjust.
Communicate!: Regularly update your team on the changes, providing clear and concise information. Avoid ambiguity to prevent rumors and misinformation.
Highlight Wins: Celebrate small wins and milestones during the transition. This can boost morale and show progress.
Show Gratitude: Express appreciation for the team's hard work and adaptability. Recognition can go a long way in maintaining motivation.
I lived through being acquired, stayed with the company, and then participated in acquiring several more companies over the next 20 years. One simple but crucial lesson I learned is this: Do not lie. Once credibility is lost, it is almost impossible to regain.
When our company was acquired, the CEO of the acquiring company visited our site and said, "We love your company and don't want to change a thing." During the Q&A session, he made another misstep by saying, "We don’t plan on any layoffs at this time." However, the first round of layoffs occurred just two weeks later. Being a highly communicative and connected organization, that news spread globally within two days. Everyone understood that layoffs like these take longer than two weeks to plan, exposing the dishonesty. Worse, more layoffs followed in the months ahead.
I’m not suggesting you walk in and announce, “We’re planning to cut 10% of the workforce annually for the next 8 to 10 years,” even if that’s the truth. Instead, you can frame it with honesty and tact. For example:
"I understand there may be concerns about layoffs. At this time, I can tell you that we will be evaluating staffing, and while some reductions will occur, there will also be opportunities for new roles created as part of the transition. Our goal is to retain the best and brightest, so work hard, engage with our internal job posting system, and welcome to the new chapter of this company."
Being as honest as possible is critical. You don’t need to reveal every detail, but you must acknowledge the obvious or risk long-term consequences. If you only plan to stay at the company for a few years before moving on, your perspective might be different. However, in organizations where turnover is slow, the memory of dishonesty can haunt leadership decisions for years to come.