I think we have all be in organizations that have implemented reorganizations. Some of us have been through it several times. We have seen some good ones and we have seen some not so good ones. In most instances difference between a good reorganization and a bad one depends on the first steps taken by the new leader. Those first few statements and actions by the new leader set the tone for the new organization.

 
Those leaders that took a little time to meet and understand their new team showed they were taking the time and interest to understand what the team faced. A team will normally respect this approach. Those that took immediate actions showed they had a plan and were going to be decisive. The team will again normally react positively to this approach as well and look for the logic and goal associated with the changes.

Then there are those leaders whose first action is to question their team.

They will ask if the team has the competitive drive, the talent, the training, the spirit, the desire, etc (pick one or more) to accomplish the task or challenge that is in front of them. This is not what a team needs to hear from its new leader. The team does not want to hear the leader questioning their capabilities or mind sets.

A team wants to see those attributes in question, in their leaders. They want to see it in statement, action and deed by the leader. The members of the team don’t want to be questioned about their own commitment or attributes. An organization is a reflection of the leader. A new leader needs to be dynamic in setting both the new structure and clearly annunciating the organizational goals and expectations.

A new leader needs to step in, and up and clearly state what the needs and goals of the new organization are. The leader should not ask the team if they have the requisite attributes. The leader should tell the team they have the attributes needed to achieve the desired goals.

It is a small but very important difference in getting a new organization going.