Restructuring with respect

No organisation ever sets out to restructure without reason. Whether it's market pressures, strategic shifts, or the need for efficiency, change is sometimes necessary. But how we manage that change, especially when it impacts people's jobs and futures, defines not just the process, but the legacy long after individuals have left the organisation.
Respectful restructuring isn't just the right thing to do - it protects your culture, your brand, and your ability to move forward with credibility and trust amongst your employees, your customers, your community, and those who leave your organisation following a restructuring event.
Here are five key takeaways every leader should keep in mind when leading through change:
Respect isn't a soft add-on ....it's a necessity
Poorly handled change damages morale, performance, and reputation. Restructuring with respect builds trust, reduces legal and reputational risk, and helps people stay engaged, whether they're leaving or staying. It's not about sugar-coating decisions. It's about delivering them with clarity and compassion.
Communicate early, clearly, and often – even when it's uncomfortable
In times of uncertainty, silence is rarely neutral - it fuels fear, mistrust, and rumour. Employees don't expect all the answers right away, but they do want honesty. Leaders who communicate openly – about the why, the how, and what happens next will maintain credibility and reduce unnecessary anxiety.
Remember, it is equally important to communicate to those who are not impacted by the restructuring activity - they will be nervous once the news gets out.
Don't just restructure to people – involve them
When people feel involved in decisions, even tough ones, they're more likely to support the outcome. Involving staff, engaging with feedback, and making room for genuine consultation (not just compliance) helps ensure the process is fair and considered.
Employees might not agree with every decision, but being heard goes a long way. This is particularly important when employees are angry that they are at risk of losing their job - involve them, listen to them - let them be heard.
Line managers carry the weight – give them the tools to do it well
Managers are the ones delivering the news with HR support. They are the ones handling emotions and trying to hold teams together. The natural reaction is to answer every question there & then, deal with every emotion on the spot, appear to have all the answers in front of their teams. However, managers are often ill-equipped for this scenario. Invest in training and guidance so they can have respectful, empathetic conversations and lead with confidence during tough times.
Remember, If you don't support your managers, they can't support their teams.
Respect doesn't end at the exit – think beyond that
Supporting people who are leaving – through outplacement, fair treatment, and compassionate communication – sends a strong message about who you are as an employer. Just as important is supporting those who remain: they're watching how you treat others, and they are the ones carrying the business forward.
Respectful restructuring is about leaving everyone – not just the company – in a better position to move on.