A technology organisation was undergoing significant restructuring, requiring redundancies that impacted technical middle managers. The software managers generally had little experience in managing downsizing but were responsible for leading their teams marked by fear, resistance, and operational disruption.. For some, it was the first time facing uncertainty about their own job security too.
The middle managers needed to navigate the complex task of communicating difficult messages, managing frontline staff reactions, and simultaneously coping with their own anxiety around potential redundancy. They did not feel equipped for the emotional and interpersonal demands of implementing this change. Without support, there was a high risk of poor communication, manager burnout, and low team morale among the ‘survivors’.
A series of targeted workshop sessions were designed and delivered to build the managers’ change leadership capabilities. The workshops focused on exploring the different hats they had to wear as their evolving management responsibilities changes including:
- Effectively communicating company messages with empathy and clarity
- Handling frontline staff emotions and resistance constructively
- Facing their own feelings about possible redundancy openly
- Supporting their teams’ transition and engagement with the organisation’s future vision
The workshops incorporated resilience-building techniques to help managers maintain wellness and manage pressure throughout the change process. Group discussions enabled peer learning and reflection, reinforcing a shared sense of purpose and mutual support.
The support helped managers feel more confident and equipped to lead their teams through uncertainty. Through the process, they showed increased resilience and reduced stress, enabling them to maintain operational focus despite disruption. Ultimately, the workshops fostered leadership capacity that extended beyond the immediate change, preparing managers for future challenges.