Leading a Team Smaller Than It Used to Be
A team that’s shrunk, through layoffs or attrition, needs a genuinely different kind of leadership than it did before. Here’s how to lead it well.
A team that’s shrunk, through layoffs or attrition, needs a genuinely different kind of leadership than it did before. Here’s how to lead it well.
A merger or acquisition tests a leader’s ability to hold a team together through genuine uncertainty. Here’s how to lead through it well.
A restructure tests a leader more than almost anything else. Here’s how to guide a team through genuine organisational change without losing their trust.
New technology succeeds or fails based less on the tool itself and more on how well the human side of that change is actually led.
Employees facing job uncertainty during a merger or restructuring have more influence over its success than most leaders assume — including the ones who might leave.
Most leaders are genuinely skilled at the operational side of change. Far fewer are equally skilled at the human side — and that imbalance is where most change efforts struggle.
Loud resistance to change is easy to spot. The quiet kind is far more common — and far more dangerous if it goes unaddressed.
Not every obstacle to progress comes from outside the organisation. Many are self-created, and those are exactly the ones a leader has the power to remove.