In episode 6 of 8 focusing on the key strategies needed for a successful reorganization, we are going to talk about freedom with the framework. You see, just like you have to involve your leaders in the decision-making process, you also have to give them some freedom on how to execute the resulting play.
Now, I’m not talking about every team having its own methodology. But I’m referring to the same theory we talked about relative to blanket cuts. We aren’t going to cut 25% from every team and call it a day. In that same fashion, we aren’t going to expect all teams to stay at a certain headcount, or perform the same tasks, or hit the same revenue growth goals. It simply can’t happen.
If you have 5 teams that report to you and 2 of them are exceeding revenue targets and need additional headcount while the other 3 are missing revenue targets and are having headcount eliminated, you have to allow those 5 leaders to approach their teams and the business differently. Allowing your leaders to have the freedom to deliver to the goal, or strive for a higher target, is exactly what you need to allow for in this situation.
The way you can prepare for this strategy is to establish business-specific expectations that apply to each team. Set higher targets for those that are performing better and can deliver. Set lower targets for teams that are taking on new talent that has to be trained as well as for teams that have significant headwinds. Is this anything new or different from the way you would run your business in a standard situation? No. And that’s the point. Many people start to think that they have to run the business differently because of a reorganization, but overall, you simply need to make sound business decisions.
Allowing for freedom within the framework will set you up for success should you run into the need to restructure your teams within your business.