„We have to get leaner!“ or „We concentrate even more on the customer!“
In this way or similar, necessary changes in the various organizations are moderated on a daily basis. And the reactions of those (possibly) affected follow very quickly: „We already do it!“, „We are not as bad as we are made!“ or „This is wrong, it doesn’t work that way!“ etc.
This can now be dismissed as a natural defensive reflex of the (sluggish) organization, but that alone is not enough.
In the case of financial service providers in particular, it is difficult to objectively monitor the performance and quality of staff. I usually don’t know until years later whether a credit decision or an investment was right or wrong. And if it went wrong, then it may have been due to the employee or his assessment, but it doesn’t have to be.
The manager’s trust in his employees is therefore even more important than is assumed anyway and / or is possible in other industries. Trust replaces quality control to a certain extent.
Let’s not kid ourselves: most processes are more or less predetermined by IT procedures. A restructuring in the company has only a minor or only a long-term effect on the processes. If colleagues know and trust each other, then they can work together very well – regardless of the organization in which they work. (As long as the set goals do not stand in the way.)
Much more decisive – than the purely factually argued change – is the fact that a reorganization is a means of power for the manager / team. Existing clusters and networks can be broken up and trusted people can be placed.
However, one should not necessarily take this sign of mistrust personally. Usually the organization is mistrusted, not specific people (unless there is a reason to).
It is important to recognize this second (social) facet of reorganization and not to stick to the factual level when dealing with the personal concern.
Inwardly, be grateful that the cat was let out of the bag. Recognize the opportunity – and if you want to stick with it – get involved. Show that you are trustworthy and part of the future. Your ideas are in demand – not necessarily for implementation, but as proof of identity. Discuss consistently constructively, you can also exert influence in this way.
Any impulse that can be seen as a blockage or resistance may be misunderstood. (Again: it is not about the factual level, even if only this is discussed openly.)
The internet says: „Don’t feed the trolls!“ – In the case of change situations in the company, the following applies, modified: Do not „feed“ the mistrust or skepticism of your superiors.
(And, if you are honest with yourself after reading the text: The announcement of a reorganization feels like a loss of confidence for the employees – doesn’t it?)
Vertriebsmanagement 