Focus Module Leading Through Restructuring
Let's do this together
How do you tell someone their role is going away without hiding behind phrasing? What do you do with
your own strain when you have ten of these conversations in one week? Why are the people who stay often the bigger issue than the people who leave? And how do you keep leading once your credit of trust
has been spent?
Reflect
Get clear on your own stance towards the decision you have to represent — before you walk into the room
Learn
Structure and language for separation and change conversations that preserve dignity
Apply
Have the hard conversations in simulation with feedback — not for the first time when it counts
Training Topics
Getting clear on your position
- Representing a decision you did not make — without lying and without distancing yourself from it
- Naming the loyalty conflicts between company, team and your own conscience
- What you know, what you may say, what you have to withhold: working with information gaps
The difficult message
- tructure of a separation conversation: the first sixty seconds set up everything that follows
- Clarity without coldness – language that holds, and phrasing that wounds: softeners, platitudes,
shifting blame - Taking the reaction: anger, silence, tears, attempts to negotiate – and what helps in each case
- Setting and roles: what HR does, what you do, who is in the room when
Change conversations
- Role changes, demotions, relocations, a new manager: the conversations below the level of
separation - Separating the negotiable from the non-negotiable — and saying which is which
- Commitments you can keep, and why comfort on credit costs double later
Leading the people who stay
- Why performance and commitment often drop after restructuring (survivor effects) and what that
means for you - Perceived procedural justice: what teams actually judge when they judge whether it was “fair”
- Redistributing work when fewer people are expected to do more – prioritisation as a leadership
task - Rebuilding trust: why announcements do not do it, and what does
Communication through the process
- Sequence and timing: who learns what, in what order
- Rumours, corridor talk, leaks: responding instead of trying to control
- Team formats for the transition that do not collapse into complaint sessions
You
- Assessing strain, moral stress and emotional exhaustion realistically
- Where you get support — and why “I can take it” is a poor strategy
- After the process: what you keep and what you put down
Our Method
Our “Leading Through Restructuring” training enables a sustainable learning experience through these
training and coaching elements:
- One training day
- Extensive conversation simulations with structured feedback
- Work on participants’ real cases, treated confidentially
- Models from organisational psychology and justice research
- Workbook & documentation
- Exchange in a small, trusting group — here more than anywhere
- Also available in-house when an entire leadership team is going through the same process
- Not an employment law training: we work on leadership and conversation, legal questions belong with your counsel
Meet Your Trainers
Book Leading Through Restructuring
Sign up for one of our upcoming trainings through our website.
Want to know more first? Schedule a free consultation with us.
Upcoming dates for
Leading Through Restructuring
Currently we don’t have a date planned for this training.
Did you know?:
all of our Trainings are also available as
in-house Workshops.
Learn more →
Training Details
Investment
650 EUR +VAT per person
The price covers 1 training day, participant documentation, lunch, organic snacks and drinks
Number of participants: Maximum 15
Trainer: Felix Krahé
Language: English in Berlin
Location
“CrispyLoft”
Chausseestraße 116
10115 Berlin (Mitte)
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