Don't mention the 'R' word!

I'm sitting in my newly decked out studio. Fancy camera set up, mic on a robotic boom arm, lighting bouncing off the darkest corners, and sound proofing all around me. Out the window are trees, birds, and a beautiful summer sky.

I'm sitting in my newly decked out studio. Fancy camera set up, mic on a robotic boom arm, lighting bouncing off the darkest corners, and sound proofing all around me. Out the window are trees, birds, and a beautiful summer sky.

I hit 'open' on my next Zoom call...

What comes next is a joyful good morning, and "g'day, how are ya" from a Head of Department at one of the biggest public infrastructure entities in Australia. We hadn't spoken for six months during which we email tagged regularly. We are touching base about work we had previously done with him and his team, as well future work we've had in the pipeline to support and develop the leaders of his 200 or so strong department.

These sorts of meetings have started to take the form of a podcast-style-interview in my mind. I ask them to share their story since our last interaction, and delve into the storylines, perspectives, and sense-making of the general going-ons they have experienced. These meetings will unfortunately never be recorded. But that confidentiality breeds an authentic'ness and insights I am privileged to hear and have shared with me (one of the truly special elements of the work I am lucky enough to do). 

In this specific conversation is underpinned by a few large changes taking place at the top. As the actors are described, the timing explained, and the impact being discussed I know what is coming. I can feel exactly where this is going. He knows that I know but he has to say it anyway...

"And so, we are going through a restructure."

This is about the fourth conversation I have had sitting at my desk through Zoom since the beginning of the year which has landed at this same spot. Restructure has become infamous and is now known as 'the R word'.

I am learning it is not just my network. Many businesses find themselves doing this almost every other year and those which didn't are using this tool to deal with rapidly shifting markets, business models under economic strain, and the general messiness of the current world.

Historically when these restructures are explained out, the usual narrative is that resources need to be realigned. Example: The Marketing department needs to now be expanded to have a new digital media arm, while the Warehouse will get less resource as investments in machinery and software systems have created efficiencies. But, now restructures tend to be used for one purpose - less everywhere.

It is the story as old as commerce itself. Grow with less resource. Do more with less. Bang out more work with less people. It is a scenario where those left are feeling begrudgingly lucky to have a job while those cut loose feel a temporary relief knowing they don't have to deal with the stress they are exiting.

Everyone is happy, right!?!

With so many of us wading through such restructures, the question is how do you lead your business, your department, or your team through this?

The Cavalry is Not Coming

These sorts of times are stressy. Difficult meetings need to be sat in and chaired. People sometimes are being asked to apply for redundancy packages. Big questions are being asked. If you are a leader in this scenario it is understandable (if not instinctual) to want to turn to a mentor or to lean on a senior person for guidance or help. Or, to hope they will do the talking for you.

The reality is, it will always boil down to you. It is a part of your job and being able to deliver crap news is one of the ways you bring value. Even if 'the big boss' is the one delivering the hammer blows it is you that will need to do the group and individual follow ups. While the metaphoric music will be faced, no one will be physically walking alongside you (let alone in front of you).

The only option is to learn and develop your ability to think, communicate, and act skillfully through these sorts of scenarios. We can then go from fearing them to embracing them with everyone around us being thankful and relieved they are going through it with us as opposed to other leaders out there in the business or wider corporate world.

Please know the cavalry is never coming to save you.

The Grass is Patchy

Don't get me wrong. There are businesses out there killing it. Growing for fun and enjoying every second of it (e.g. WiseTech, Lendlease, Atlassian) and I personally know of people running their own small or micro business working the hours they want and enjoying who they work with. But, they are the exception. We can find ourselves in a naive state-of-mind thinking it is only us feeling the hardship within the turmoil of our own situations.

This is not true.

Competitors are going through their own version. The job market is tight. Budgets are tighter. And, for good or for bad, this type of management from boards and CEO's is common. Is it a case of simply 'sucking it up' in the face of decisions we often don't agree with? No, there are times where we need to keep each other and our governance accountable. But, the rough ride of corporate life exists and is a reality for the majority.

This is it. Get used to it. The grass is rarely greener anywhere else. But it is not purely brown on our side of the fence either. Overall, the grass is patchy everywhere. Being the person able to search, find and grow the green stuff is empowering and enables forward movement during the most demoralising times.

The Obstacle is the Way

Those able to embrace difficulty are the ones able to grow faster and stronger than others. The recent Stoic Philosophy movement has been spearheaded by author Ryan Holiday, and his book "The obstacle is the way" speaks to the ancient wisdom of perceived roadblocks, in fact being the opportunities which lead us to success.

Sounds wanky when you're doing three people's job for the same salary.

But, I like to look at it this way: What choice do we have? As per the previous two points above, no one is going to save us and it ain't better at other places. So, the only thing to do is to analyse the situation and find the ways you can make things better.

Marcus Aurelius states, "The impediment to action advances action. What stands in the way becomes the way."

In the context of the restructure, those able to see the ineffectual, wasteful, and archaic ways of working within their remit and then able to propose, pursue, and create 'a new way' will win. They are the ones that will find their business units expanding in the next (inevitable) restructure rather than suffering further decline. And, if not, the achievements will be on their CV, and some smart cookie out there will be willing to pay top dollar for them.

If you are reading this while you are going through a big restructure, then please know you are not alone. Many are and the anxiety baked into capitalism is currently being flexed to strenuous levels. It is normal to feel demoralised, despondent, or to start creeping onto Seek, LinkedIn, and Indeed. But, also know there is opportunity within these tough times.

The R word sucks energy out of any room, and I know more of these conversations will beam into my Zoom room for months (if not years) to come.

Our collective work to prepare and develop to be confident and competent in these moments is where the game is at. Those able to lead stability and growth through these moments will undoubtedly stand out.