Leadership in Reorganizations: Why reorganizations rarely fail because of structures – but because leaders fail to mobilize

In a reorganization, leaders are under double pressure. On the one hand, they are directly affected – by uncertainty, performance pressure, questions about their own role. On the other hand, they are expected to provide direction and carry others along.
This tension often leads to very human reflexes – understandable, but fatal in the transformation process.

• Overemphasizing problems: “We need to be brutally honest about how bad things are.” → Creates fear and paralyzes teams.
• Withholding information: “I’ll wait until everything is decided before I say anything.” → Creates rumor mills and mistrust.
• Downplaying: “It’s not that bad, things will sort themselves out.” → People feel their concerns are ignored.
• Actionism and micromanagement: “I need to control every detail.” → Overload for leaders, disempowerment for teams.
• Retreat into operations: “I’ll focus on my day-to-day work.” → Strategic leadership tasks are neglected.
• Defensive behavior: “I need to protect myself and deflect criticism.” → Role-model function and openness are lost.

These patterns are human – but they undermine credibility and prevent mobilization.

Leaders who navigate reorganizations effectively act differently. Three factors make the difference:

1. Clarify your own stance
   • Leadership begins with clarity about one’s role and position.
   • Craft a storyline that answers: Why – For what purpose – What does it mean for us?
   • Show courage, even when decisions are uncomfortable.
2. Sharpen a strengths- and resource-oriented view
   • Avoid the problem trance: focus on core competencies and strengths.
   • Make progress visible – momentum grows from achievements, not deficits.
   • Build pride and direction by showing the team: We can do this.
3. Mobilize, don’t just moderate
   • Communication and dialogue are necessary – but not enough.
   • Top leaders must activate other leadership levels and draw them into responsibility.
   • Mobilization means: releasing energy, demanding co-creation, insisting on impact.
   • Leaders who only inform risk stagnation. Leaders who mobilize create momentum.

With our experience in large-scale transformations, we know: structures alone don’t change organizations.
Reorganizations succeed only when leaders:

• Show courage for the uncomfortable, instead of avoiding conflict.
• Create clarity, even when not all answers are available.
• Mobilize as an executive team, instead of sending mixed signals.

In our work with executive teams, this is exactly where we focus: clarifying stance, highlighting resources, unleashing mobilization power. Only then do orientation, trust – and impact – emerge.

Reorganizations are not about structures – they are about leadership.
Leaders who fall back into reflexes such as problem focus, micromanagement, or retreat amplify uncertainty. Leaders who create clarity, emphasize strengths, and mobilize others become the decisive success factor.

Reorganizations are not won in the org chart – but in leadership.