Rebuilding from Within

A colleague of mine came to me with an unusual situation and was seeking advice and direction. They recently went through a reorganization and most of the senior director positions were eliminated. They are now facing a dilemma in how to restructure their staff positions without the opportunity to draw on new people from the outside. They needed an idea of where to start.

The solution depends on the reasoning for such a large staff reduction, which I would expect was motivated to reduce the payroll and overall costs. Using that assumption, I would suggest the following; first make sure you have an accurate staffing list for each department along with the positions that are currently filled. Based on the tasks the senior director handled, identify people who can either fill the role or assume part of those responsibilities. While it might be an easy thought to just promote the remaining senior staff in each department, many times they do not have the skills to handle all of the responsibilities. Depending on the position, you may have as many as 3 or 4 people assuming the duties of that one position.

One challenge you may encounter is that there may be staff that would be ideal candidates for a leadership position but may not be in consideration from the staff selection team. Those who are in the position of naming the new director may not really know the abilities of their entire staff, as they only communicated with the director. For someone inside the organization to be considered, they need to demonstrate their leadership skills so their actions are seen outside of their department. The challenge those individuals face is whether the senior director is working to build the department through team effort or intends to take credit for the work of their subordinates. Many people will say they are an inclusive leader but lack the ability to truly motivate their staff.

It is not unusual for someone to be promoted based on work they accomplished in their field specialty. It can be difficult for some people to handle areas where they do not have a real understanding of how another division operates or its primary focus. View this as an opportunity to work within your group to excel in what you do best. The more success you achieve as a group, the less your new director needs to be involved. Now here is the important point you need to remember: if you are questioned by someone above your director, give them credit for allowing you as a group to succeed. The point you must stress is the freedom your director gave your team allowed you to focus without distraction.

Ted Miller, CHME CHSP, CGTP, CGMP, HMCC