Re-Orgs Are Emotional

HBR IdeaCast

Harvard Business Review

Leadership, Entrepreneurship, Communication, Marketing, Business, Business/management, Management, Business/marketing, Business/entrepreneurship, Innovation, Hbr, Strategy, Economics, Finance, Teams, Harvard

4.4 • 1.9K Ratings

🗓️ 3 November 2016

⏱️ 13 minutes

🔗️ Recording | iTunes | RSS

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Summary

Stephen Heidari-Robinson and Suzanne Heywood, authors of "ReOrg: How to Get It Right" explain how good planning and communication can help employees adapt.

Transcript

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0:00.0	If you work with early career professionals, my colleagues at
0:03.8	HPR have a great new podcast for you. It's called New Here. Think of it like the
0:08.4	Young Professional's Guide to Building a Meaningful Career on your own terms.
0:11.9	Share New Here with the Young Professionals in your life. a meaningful career on your own terms.
0:12.8	Share new here with the young professionals in your life.
0:15.9	Listen for free wherever you got your podcasts.
0:18.6	Just search new here. Welcome to the HBR Idea Cast from Harvard Business Review, I'm Sarah Green Carmichael.
0:34.9	I'm talking today with Stephen Heydari Robinson and Suzanne Haywood.
0:39.3	Stephen served as UK Prime Minister David Cameron's Advisor on Energy and Environment and
0:43.8	Suzanne is a managing director of the Exor Group. Both also worked at McKinsey and
0:48.7	Company which is the source of a lot of the information in their new book
0:51.8	Reorg How to get it right.
0:54.3	Stephen, thank you so much for joining us today.
0:56.2	You're very welcome.
0:57.2	And Suzanne, it's great to have you.
0:58.6	Fantastic to be here.
1:00.3	What are some of the things leaders can do to better deal with that human element and hopefully make people a little bit more willing to at least consider the idea or at least address some of things that they're feeling?
1:11.1	I think there are a few things that leaders can
1:12.8	think about. I think before I go through them it's worth reiterating the point
1:16.7	that you made that whether or not your real g is about losing jobs it's about
1:20.7	layoffs or it isn't people will assume that it is so I think a lot of the problems that leaders have where they try and excite people about this three org and people just don't get excited
1:30.0	There's like a dissonance between the leader being excited about how it's going to improve
	...

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