Context Slice Reorg Communications Principles
Reorganizations are high-stakes. Poor communication creates:
- Anxiety and distraction
- Rumor mills and misinformation
- Loss of trust in leadership
- Attrition of key people
Great reorg communication is:
- Honest — Don't spin or sugarcoat
- Empathetic — Acknowledge the human impact
- Clear — Who, what, when, why
- Sequenced — Right message to right audience at right time
Communication Sequence
Phase 1: Leadership Alignment (Before Announcement)
- Board (if applicable)
- Executive team
- HR/Legal review
- Managers who need to deliver messages
Phase 2: Announcement Day
- Directly affected individuals (1:1 or small group)
- Their managers (if not already informed)
- Broader leadership team
- All employees (same day, within hours)
Phase 3: Follow-Up (Days 1-7)
- Manager talking points for team meetings
- FAQ document
- Q&A sessions or office hours
- Individual check-ins for affected people
Phase 4: Reinforcement (Weeks 2-4)
- Progress updates
- Early wins in new structure
- Feedback mechanisms
Message Framework by Audience
For Directly Affected Individuals
## Individual Conversation
**Opening:** Direct, compassionate
"I wanted to speak with you directly about some changes..."
**The change:** Clear and specific
"Your role is [changing/being eliminated/moving to...]"
**The why:** Business rationale (not personal)
"This is because [strategic reason]..."
**Support:** What you're providing
"Here's what we're doing to support you..."
**Immediate next steps:** What happens now
"Over the next [timeframe], here's what will happen..."
**Questions:** Create space
"What questions do you have for me right now?"For All Employees (CEO Message)
## All-Hands Announcement
**Subject:** [Clear, direct subject line]
**Opening:** Acknowledge the moment
"I'm writing to share some important changes to how we're organized..."
**The what:** State the change clearly
"We are [restructuring/combining/creating]..."
**The why:** Business context
"We're making this change because..."
**Who's affected:** Be direct
"This impacts [X number] roles in [areas]. [If reductions: These colleagues...]"
**What's NOT changing:** Provide stability
"What remains constant is..."
**Support:** How you're helping affected people
"For those impacted, we are providing..."
**Path forward:** What happens next
"Over the coming weeks, you can expect..."
**Closing:** Human, forward-looking
"I know change is hard. [Acknowledgment and commitment]..."For Managers (Talking Points)
## Manager Talking Points
**Key messages to deliver:**
1. [Message 1]
2. [Message 2]
3. [Message 3]
**Anticipated questions:**
Q: [Common question 1]
A: [Guidance on response]
Q: [Common question 2]
A: [Guidance on response]
**If you don't know the answer:**
"That's a fair question. Let me find out and get back to you by [timeframe]."
**For struggling team members:**
[Guidance on providing support, pointing to resources]
**Escalation:**
Contact [name/HR] if [situation].Output Template
## Reorg Communication Plan
### Overview
- **Change:** [Brief description of the reorganization]
- **Rationale:** [Why this is happening]
- **Impact:** [Number of people/roles affected]
- **Timeline:** [Key dates]
---
### Communication Sequence
| When | Who | What | Who Delivers |
|------|-----|------|--------------|
| [Date/Time] | [Audience] | [Message type] | [Person] |
| ... | ... | ... | ... |
---
### Message: [Audience 1]
[Full draft]
---
### Message: [Audience 2]
[Full draft]
---
### FAQ Document
[Key questions and answers]
---
### Escalation & Support
- HR Contact: [Name]
- Manager Hotline: [Contact]
- Employee Resources: [Links]Tone Guidelines
| Do | Don't |
|---|---|
| Be direct about hard news | Bury bad news in corporate language |
| Acknowledge emotions | Pretend this is purely logical |
| Explain the business rationale | Make it sound arbitrary |
| Provide specific next steps | Leave people hanging |
| Take responsibility (as leadership) | Blame external factors only |
Context Questions
Before drafting, ensure you know:
- What's changing: Structure, reporting, headcount?
- Why: Business rationale (that can be shared)
- Who's affected: Numbers, roles, levels
- Timeline: When does this happen?
- Support: Severance, transition support, etc.
- Confidentiality: What's public, what's not?
Review Checklist
- Is the sequence right (affected people first)?
- Is the "why" honest and clear?
- Does each audience get the detail they need?
- Are managers equipped to answer questions?
- Is there a clear support structure?
- Has Legal/HR reviewed?