Restructures has always been a part of businesses, as you have probably heard, Bob Iger wants to leave Disney, Expedia is considering slashing 3000 jobs, Nike is having an executive restructure and Nissan is no different. Such changes and restructures might help their businesses, but as such top level and leadership restructures are so stressful to the employee, they will be hurting staff experiences. The results are as expected: decreased productivity, reduced corporate culture and of course increased disengagement!

Consider the 64 per cent of workers who are currently searching for a new job this year, according to Achievers’ latest Employee Engagement and Retention survey, and the 21 per cent who agree that the level of leadership is a major predictor of workplace satisfaction. Along with $2.9 million a day, companies invest on the hunt for new talent, and 45 per cent of workers who believe leadership are not dedicated to developing culture, stay competitive and productive, there has to be greater focus on the role of leadership in creating culture-especially in times of executive restructures.

Why Restructures Usually Fail

When restructuring negatively affects the performance of an organisation, among the most important root factors is a lack of orientation between both the culture of the workers and the underlying values. In other words, it is crucial to have a culture of order or risk of disengagement throughout a leadership restructure, which in turn could even result in reduced employee experience and increased staff churn.

Culture is one of the greatest drivers of business productivity-it’s a living, breathing entity; it’s not static and thus requires to be well managed-just as leaders handle any other element of their organisation.

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During restructures, culture will and should be the anchor that keeps an enterprise together, instead of the risk factor that results in negative market outcomes. Tending to corporate culture’s wellbeing and making sure it is coordinated correctly increases the probability that an organisation will be immune to change as it happens.

Natalie Baumgartner, Chief labor force Scientist at the Achievers Employee Engagement Organization and Director of the Forbes Human Resources Board, highlights the significance of nurturing and creating a positive and engaging community, particularly in times of massive change.

“Leadership can prove a commitment to organisational culture and climate by enhancing company values and recognising those who are active across the organisation,” says Baumgartner. Therefore, first, leaders need to understand whether or not they control it, their organisation has a tradition. In order to show that they are dedicated to creating an environment that inspires staff to do their best, executives must represent the ideals that their company sells to both present and prospective talent. So, if workers are appreciated, noticed and understood – in other words, committed – the company has to make sure that the basic values of its unique company are matched with those of the people who make up the workforce. Employees deserve businesses that trust and believe in the same values as they do, and one that has spent in respecting their dedication and commitment.


One of the most important tools for bringing culture together is the daily acknowledgment and encouragement of culturally related behaviour. Study shows that creating a culture grounded in appreciation improves commitment in the organisation as workers recognise what is important to the business and feel respected for behaving in ways that fulfil those core values. Moreover, appreciation is a collective mechanism that is available to all workers. Companies are not expected to have standardised procedures in place. They can promote day-to-day recognition behaviours, such as stopping at a colleague’s desk and let them feel respected and valued or sending a team-wide email recognising the accomplishment of a shared goal. The gesture of appreciation is open to everyone and has an important effect on interaction.

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“Feeling appreciated is important for job engagement,” Baumgartner says. Achievers recently published a survey which showed that feeling underappreciated is the second-highest aspect that hinders engagement. Take into account the incredible figure that 30 % of employees feel unappreciated and undervalued by their management. 82% of staff wish to receive more appreciation with the reality that lack of gratitude-the third most important factor that workers consider when choosing whether to stay or leave a company-makes it clear that the consistent provision of culturally oriented recognition is a crucial best practice for retaining talent during restructures.

“Change is a new phenomenon in the corporate world, and restructures in senior management are taking place within companies every single day,” says Baumgartner. Cultural alignment is one of the most powerful tools that organisations can use to create resilience to cope with the eventual change that happens during these transformations. There is no stronger tool to achieve this consistency than daily acknowledgment of culturally compatible behaviour. Fostering a community of ideals consistent with both the corporation and its workers – and then constantly upholding those principles by careful consideration – sets the organisation up for strong stability in times of transition.


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