1) Put ethics first.

If you make unethical decisions for short-term gain, you will lose in end. Let your principles guide you in many decisions you must make regarding business practices and people. You will regret it if you don’t.

2) Surround yourself with best people you can find.

If you are able to attract brightest, most dedicated, most talented people, they will move your organization forward. Leverage their skills, ideas and creativity… your people are your greatest asset.

3) Show your staff you value them personally.

============================================================ Is anyone "not affected" by a reorganization? ============================================================

In last couple of weeks, I have discussed reorganization and how you can manage employees who are affected positively or negatively.

What about employees "not affected" by a reorganization?

Even those "not affected" on your Org Chart will be affected psychologically.

Yes, they will have same manager and same agreements. But, most of time ANY change is threatening to mind.

That's why it is so important to make your announcement(s) timely and in person to let people know what's going on.

Consider this:

Some "not affected" people might perceive that their colleagues are "getting shaft." This will be demotivating and cause negative attitudes, destructive gossip, and problems that can sabotage your company.

So, treat your reorganization as an emergency (root word "emerge"). What's first step in an emergency? Anyone remember? PROMOTE!

(For more information, look for my download article, "The 5 Conditions & what to DO about them" at: http://www.SeniorManagementServices.com/ARTICLES.html )

So, get your "cards on table" and promote positive aspects of your reorganization ASAP!

============================================================ Does your company have these management problems? A case study. ============================================================

Following is a letter I received from a PVT reader. He^re, you will read a perfect example of how NOT to reorganize. (Reprinted with permission. Writer requested anonymity.)

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Mike

Interesting PVT [97]. It reminded me of what happened to me a couple of times. Let me explain

After our typical annual reorganization, we had department meetings for world to see. The projector screen displayed new and improved organization.

However on inspection, I realized my department was gone, nada, zip. . .

No one had spoken a word to me. No one asked what projects were in works or what would happen to organization if projects failed.

That evening when I left my office, I was steaming mad.

I had been embarrassed in front of my colleagues and direct reports. The department manager and a VP quickly grabbed me and gave me a song and dance about how X had happened and announcement had to be moved up.

Being somewhat constrained by my "golden handcuffs," I bit my tongue, ate my pride, and went back to work.

Similarly, during a time of weekly downsizing, my boss called and told me to bring my subordinate (my best employee) to his office. Why? He was being laid off.

Again, no forewarning, no quest'ions about this man's projects, his contribution, how much he was saving company, his level of commitment for 25 years. Nothing! He might as well have been a dirty paper towel to disposed when they were done with him.