Recently I’ve been working with a number of teams who complain about work-life balance. They mean that there are endless emergencies, they need to work late, they get bothered with work on the weekends, and they feel stressed and pressured.…
A lot of organizations I know are in the middle of re-organizations. This seems to be most prevalent among large non-profits. In fact, it’s hard to think of a private sector client that engages in this sort of thing. The re-organization generally involves some period of consultation with staff. This rarely goes well. If tough decisions have to be made, staff think the consultation is a sham. They would rather just know what the bad news is and get on with things. If management genuinely tries to get staff input on how to change things, they may find they don’t agree with much of what staff suggest. Net result? The changes come anyway and staff feel validated in their belief that the consultation was a sham. We call that a lose-lose. Staff are now even more cynical and management has lost time and momentum.
Lesson to leaders: Your organization is not unique. Plenty of other entities have a similarly complex makeup of stakeholders, shareholders, market and geography. There are a number of ways to organize a large organization. Look at some examples and just pick one. Most will function fine if you have a decent strategy and good people. Sticking with it and building a strong culture to support your chosen direction is far more important than rearranging the org chart, again.
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