Comment communiquez-vous les avantages de la conception organisationnelle à votre équipe?

In his book, Start With Why, Simon Sinek notes that “There are only two ways to influence human behavior: you can manipulate it or you can inspire it.” By clearly articulating the reasons for your organizational change, and connecting those reasons to strategic objectives and values, you lead with inspiration not manipulation. It's also important to ensure your teams understand how they may benefit personally or professionally from the organizational change. This is often articulated as "What's in it for Me," abbreviated as WIIFM.

When you present a plan for organizational change you have to be aware that you and those who took part in the planning will have spent quite some time thinking about the initial reasons and possible alternatives of how to improve things. But others in the team have not been taking part in your process of developing a solution. You have to place yourself in their shoes and instead of just presenting the end result as something but walk them through your thinking and this way have a better chance to get them on board for the change.

Involvement should be the start, the No1. Resistance starts when we are trying to make any change, without employee involvement. Of course strategy comes from the top to bottom, but execution comes bottom-up. People need to address concerns and make improvement suggestions, and then strategy can be adapted to this aligned with the company's mission and vision. There should be channels with constant communication, transparent and honest between employees and top-management. Org design is an ongoing process, you don't do it once and then it's done. Flexible and adaptable companies thrive.

Communicate the rationale behind organizational design changes to your team and how the changes will serve the alignment with the organizational vision and strategy. Communicating this to your team, it will foster understanding, increases engagement, and reduces resistance to change. By explaining how the changes support the broader goals and benefit the team, you promote transparency, build trust, and encourage buy-in, ultimately leading to smoother implementation and increased adoption of the changes.

When redesigning your organisation, it's a chance to increase employee engagement. First, set clear goals for the #design based on your vision, mission, and expected strategy shifts and: 1. Involve people at different levels at an early stage, to understand their daily operational challenges and include them in your design objectives 2. Some team members can stress test the new design by identifying common cases and workflows they encounter regularly 3. When communicating changes, emphasise team feedback and its integration into designing considerations Guided by strategic imperatives while including the voice of employees, you will build trust through the whole process and design for sustainable and meaningful work.

When sharing the benefits of organizational design, I make it a team effort. Instead of just talking at them, I invite them to be a part of the journey. I ask for their thoughts on what’s working and what could be better, listening closely to their insights and concerns. This isn’t just about rolling out changes—it’s about building something together that aligns with our goals. By involving them in the process, they feel valued and invested, seeing the design not as a top-down directive but as a collective effort. That way, it’s our solution, not just my plan.

Involving the team in the organizational transformation process goes beyond seeking their input and ideas; it requires understanding the full impact of change on their work, roles, and relationships within the organization. By actively listening to concerns, assessing the change impact and addressing concerns and impact with empathy and honesty, leaders can build trust and credibility. Recognizing the team's expertise and experience, and making them feel valued as part of the solution, fosters a sense of ownership and commitment to the change process. This approach strategically aligns change adoption efforts and increases buy-in from the team, ultimately leading to smoother and more successful organizational transformations.

Organize workshops onde os membros da equipe possam contribuir com suas ideias e feedback sobre a estrutura organizacional proposta. Isso vai gerar um senso de propriedade, e também valorizar a experiência e o conhecimento de cada um, incentivando o comprometimento com o novo design.

Involving your team, especially when they are directly affected by the outcome should not be up for discussion, it is set. But aside from "communicating" the benefits, it is better if they themselves are crucially part of the design process. For instance, a new organizational design must heavily consider "who" is on the team, and not just "what" the function of the team is. Creating a humane atmosphere around big changes can do wonders.

Some team members will immediately grasp the importance of organizational design. Others won't. Like all major initiatives, approach those who need assistance with kindness and support. Eventually those who are lost in the initiative will become the leaders who communicate with and demonstrate the benefits to other stakeholders.

When introducing the benefits of organizational design to the team, I emphasize that we’re in this together. I make sure they know there’s support every step of the way—whether through training, coaching, or even just open conversations. It’s about creating a space where they can ask questions, share feedback, and feel guided as we move forward. I keep the communication flow strong, updating them on progress and celebrating our wins, big or small. And if we hit any bumps, we treat them as learning opportunities. The goal is to make this change feel like a journey we’re all shaping together.

During an organizational redesign the teams are affected and become stressed with the situation. The leaders of the organization can support them to go through this challenging period by being trustworthy and empathetic. Leaders need first of to acknowledge that the situation is indeed challenging. Empathize with the emotions of employees during times of change. Empathize with their concerns and uncertainties. Show genuine concern for the well-being of individuals affected by the change. Make this empathy part of your messaging in your communications.

Estabeleça um programa de mentoria ou sessões regulares de coaching para ajudar os membros da equipe a se adaptarem às novas estruturas e processos. Compartilhe recursos como leituras recomendadas, vídeos educativos e casos práticos para facilitar o aprendizado e a adaptação.

To ensure that everyone understands the objectives and strategies, it's crucial to communicate them clearly and make them easily accessible. When introducing new information or changes, I meet with the affected parties in person to clear up any misconceptions. If that's not feasible, I make sure that any communication is straightforward and encourage people to contact me with any questions. Ongoing follow-up is essential to keep everyone on the same page, as strategies are part of a steady business flow. This way, employees can make informed decisions that align with the organization's goals.

During organizational redesign, be the model of behavior you want to see. Start by building trust. Here are some key strategies that leaders can adopt to become more trustworthy and model their behaviors:  Transparent Communication: o Share information regularly, on both successes and challenges.  Consistency: o Demonstrate consistency in words and actions. Ensure that your messaging aligns with your behavior, creating reliability.  Active Listening: o Actively listen to the concerns, feedback, and ideas of employees. Show empathy and validate their experiences. o Create opportunities for open dialogue and make adjustments based on the input received.

Leadership by example is always the key. Your mindset and actions set the tone for the team's response to change. Being open, flexible, and eager to learn encourages your team to do the same. Transparency and accountability build trust, and collaboration fosters a positive environment for change.

When communicating the benefits of organizational design, I believe actions speak louder than words. So, I aim to set the tone by embodying the openness, flexibility, and transparency that the new design promotes. Whether it’s actively listening to feedback, adapting to new ideas, or showing how I tackle challenges head-on, I want the team to see these values in action. By aligning my behavior with the principles of the redesign, I create a ripple effect, encouraging everyone to embrace these changes with the same sense of accountability and collaboration, making the benefits feel real and achievable.

Como líder, demonstre através de suas ações diárias como o novo design organizacional deve funcionar na prática. Seja um exemplo de como os processos e a comunicação devem fluir dentro da nova estrutura, reforçando a importância do comportamento alinhado com o design proposto.

I focus on four essential components to guide this process: Leadership as a Role Model: Recognize that as a leader, you are always on display. Demonstrating the required behaviors daily is crucial. Inspiring the Team: Provide unwavering support, pay attention to successes, and assist through challenges. Trust and Transparency in Communications: Maintain open lines of communication, respond actively, and ensure consistency between words and actions. Availability for Feedback: Stay accessible, listen to feedback, evaluate assumptions, and be willing to adjust decisions. Accessibility of Metrics and Indicators: Make performance data readily available to all team members.

When discussing the perks of organizational design with the team, I focus on how it empowers them to shine. I let them know that this redesign isn’t just about structure; it’s about giving them more freedom to make decisions, tackle challenges, and innovate in ways that make a real impact. I emphasize the increased autonomy and the resources they’ll have at their fingertips. By showing trust in their abilities and recognizing their contributions, I make it clear that this design isn’t just a top-down directive—it’s a platform built for their success and growth.

Empowering a team during an organizational redesign involves creating a supportive framework that combines accountability and enablement. This framework encompasses various elements, including organizational structure, streamlining processes, revisiting roles' scope and responsibilities, controls in place, and the provision of tools and resources.

Empowerment is trust, allowing staff the independence to lead and develop without fear or blame. Motivation is providing feedback, encouragement, and mentoring them

Empowering my team means giving them the freedom, tools, and support to do their best work. When they feel empowered, they are more motivated, engaged, and successful.

Empodere sua equipe dando-lhes autonomia para tomar decisões dentro do novo quadro organizacional. Estabeleça metas claras e permita que eles encontrem os melhores caminhos para alcançá-las, o que pode aumentar a inovação e a eficiência.

To effectively communicate the benefits of organizational design to your team, ensure you thoroughly understand the changes and their advantages. Craft a clear, concise message, and use visual aids and real-life examples to illustrate the positive impact. Address concerns transparently, encourage open communication, and be patient with team members as they adapt to the changes. Continuously measure progress and share successes to maintain team support and engagement.

Organizational design can lead to major transformations and shifts. It requires skilled talent to look holistically at the organizational needs and goals and at the skills available internally to meet them. Shifts in priorities should strategically lead to moves. A deep knowledge of change management is important to ensure success.

Organizational design is a challenging task that requires discipline and a holistic approach. Good organization design evaluates the organization, assigns roles with responsibility, depth, and reach, and considers people's strengths and weaknesses. It is essential to identify the strengths of individuals and their approach to work and colleagues. A great organization design looks at people as a whole and not just slices of people and departments.

In my experience of doing Org Designs, what I have also considered how the new design or Org structure may create new career opportunities for critical talent in the team. Sometimes it can happen some Org layers are eliminated.. But other times, these opportunities may also be created if the new Org design enables the team to be more efficient that teamml Members can take on larger scopes of work.

Organizational leadership is about creating a collaborative vision - which aims to see the dream, - this may result in transformation - and is guided be clear agreed cultural norms, guiding principles leading to collaboratively created strategic plans