Organisational restructuring can be a challenging and unsettling time for employees, especially those who find that their position has been made redundant. A group of people that are often overlooked in processes like this are the “survivors” – those individuals who remain with the organisation after their colleagues have been made redundant. As a manager, navigating this delicate situation requires a thoughtful and empathetic approach to maintain the wellbeing, motivation and performance of your team.
Survivor syndrome – also known as “survivor’s guilt” – is a common psychological phenomenon that can arise in the aftermath of a restructure or downsizing programme. Employees who have survived the process may experience a range of emotions, including:
- Guilt and sadness over the loss of their colleagues
- Anxiety and uncertainty about their own job security
- Resentment towards the organisation in general or the senior management team
- Decreased morale and motivation
- Increased stress and workload as they take on additional responsibilities
As a manager, it’s crucial to address these challenges head-on and provide the necessary support to your team. Here are some practical actions you can take to lead your team through this transition:
Communicate openly and transparently
- Make use of existing regular, open communication channels with your team, and look at establishing new ones.
- Provide clear and honest updates about the restructuring process, including the reasons behind the changes and the company’s vision for the future.
- Encourage your team to share their concerns and questions, and be prepared to address them with empathy and understanding.
Foster a supportive environment
- Acknowledge the difficulty of the situation and normalise your team’s emotions.
- Remind your team of any counselling or mental health resources that the organisation has in place – tapping into an Employee Assistance Programme (EAP) can help employees cope with the stress and uncertainty.
- Encourage team-building activities and social interactions to help rebuild a sense of community and support – but don’t force it.
Manage workloads and expectations
- Assess the increased workloads and responsibilities of your team members and adjust accordingly wherever possible.
- Prioritise tasks and provide clear guidance on what is expected of each employee.
- Consider temporary adjustments to workloads or deadlines to alleviate the burden on your team.
Recognise and reward contributions
- Regularly recognise and celebrate the efforts and achievements of your team members; the chances are that this sort of activity can slip during the stress and pace of activity associated with a restructure.
- Provide opportunities for professional development and growth to demonstrate your investment in their long-term success.
Lead by example
- Demonstrate resilience, optimism and a commitment to the company’s vision.
- Role model the behaviours and attitudes you want to see in your team, such as adaptability, problem-solving and a positive mindset.
- Encourage your team to take breaks, practice self-care and maintain a healthy work-life balance; as before, role modelling the same behaviours yourself is key here.
Leading a team through the aftermath of a restructure is a delicate and challenging task, but it presents an opportunity for managers to demonstrate their leadership skills and support their employees during a difficult time. By understanding the psychological impact of survivor syndrome, communicating openly, fostering a supportive environment, and leading by example, you can help your team navigate the transition and eventually emerge stronger and more resilient.
Contact me if you or your colleagues require a deeper dive into the practical skills and approaches that help managers lead through survivor syndrome – Incendo’s solutions include tailor-made group workshops, action learning sets and 1:1 leadership coaching.
