Organization going through restructure - awkward position

[Anonymous]

My organization is going through a restructure where we expect to cut 20% of our positions. I'm being asked to input on the role of my division which I currently lead. However, I believe that my division should grow by one senior level person to fill a gap that hampers our ability to secure new business. Not a popular suggestion in a time of downsizing. However, one could make the argument that it's the right time to invest in my division because this is where future opportunities are. I'm struggling with how to make the case that we need that additional senior level person (above me) without also effectively talking myself out of a job. They could easily lay me off and hire me with the senior person. Of course, from my perspective we need both. How would you handle this?

[Anonymous]

I would handle it by NOT bringing it up. Wrong time, totally tone deaf, and if you had the political capital to pull a move like this off--you'd already know it.

[Anonymous]

Anonymous wrote:I would handle it by NOT bringing it up. Wrong time, totally tone deaf, and if you had the political capital to pull a move like this off--you'd already know it.

I hear you but we are pretty transparent place (mission driven non-profit). The senior position was eliminated one year ago and I've been asked how we've fared in light of that decision...and the reality is that we've had some important missed opportunities. Does that change your response?

[Anonymous]

If you are absolutely set on bringing it up, I'd go with something like:

"As I've thought about this restructuring, I've tried to think about it as though we were starting completely from scratch, but knowing what we know now. Everything was up for consideration, both from what positions might be able to be consolidated all the way to what other processes could we change to improve the bottom line."

Then I'd start with all the areas you think they should make cuts. Show them you heard the request and honored it.

Then go to the ask. Something like, "There was one other thing that came up in my analysis, and I know that this may not be the right time to bring it up. However, I think it could bring in new business and increase our profitability. Since we're in the middle of making changes now and may want to do everything at once, I thought I should bring it up. Last year, we eliminated XYZ VP. Looking at the data, that has hurt new business by B% and here are 4 missed opportunities because we didn't have that role. As I think about how to improve the business, I think bringing that role back in some form may be a good choice, although I know it is difficult at a time when other positions are being cut. What do you think?"

Complete their request. Acknowledge that the timing to think about adding is bad. Provide data to back up your recommendation. Make it a conversation where you ask for their input.

Hope that helps.

[Anonymous]

Anonymous wrote:

Anonymous wrote:I would handle it by NOT bringing it up. Wrong time, totally tone deaf, and if you had the political capital to pull a move like this off--you'd already know it.

I hear you but we are pretty transparent place (mission driven non-profit). The senior position was eliminated one year ago and I've been asked how we've fared in light of that decision...and the reality is that we've had some important missed opportunities. Does that change your response?

I think PP answered your question. Bad timing.

[Anonymous]

13:09 here. I didn't address how to not get yourself on the chopping block. I don't have a great suggestion for that... are you sure you can't take on any of the responsibilities of the role you think they should bring back? You could also offer that as an option:

"Here's a list of the responsibilities that role had. As an alternative idea, while I have a pretty full plate with my current responsibilities, I could probably take on these two things from that list while we work through this. It would only be about 15% of the impact as if we replaced the role, and I'd need to stop doing ABC, but it could be beneficial."

That makes you look capable of stepping up, and if they go with that and you do well, it could position you for an increase and promotion in the future.

[Anonymous]

Anonymous wrote:

Anonymous wrote:I would handle it by NOT bringing it up. Wrong time, totally tone deaf, and if you had the political capital to pull a move like this off--you'd already know it.

I hear you but we are pretty transparent place (mission driven non-profit). The senior position was eliminated one year ago and I've been asked how we've fared in light of that decision...and the reality is that we've had some important missed opportunities. Does that change your response?

Nope, and oddly enough, I am also in the nonprofit world. Nope, nope, and nope. Well, not if I cared about keeping my job.

[Anonymous]

Anonymous wrote:If you are absolutely set on bringing it up, I'd go with something like:

"As I've thought about this restructuring, I've tried to think about it as though we were starting completely from scratch, but knowing what we know now. Everything was up for consideration, both from what positions might be able to be consolidated all the way to what other processes could we change to improve the bottom line."

Then I'd start with all the areas you think they should make cuts. Show them you heard the request and honored it.

Then go to the ask. Something like, "There was one other thing that came up in my analysis, and I know that this may not be the right time to bring it up. However, I think it could bring in new business and increase our profitability. Since we're in the middle of making changes now and may want to do everything at once, I thought I should bring it up. Last year, we eliminated XYZ VP. Looking at the data, that has hurt new business by B% and here are 4 missed opportunities because we didn't have that role. As I think about how to improve the business, I think bringing that role back in some form may be a good choice, although I know it is difficult at a time when other positions are being cut. What do you think?"

Complete their request. Acknowledge that the timing to think about adding is bad. Provide data to back up your recommendation. Make it a conversation where you ask for their input.

Hope that helps.

This is good advice, especially in the sense that you simply MUST answer the mail--they want to know where to cut. Tell them where to cut. If you insist, for whatever reason, to bring up the higher up position, only do it after you fulfill the assignment....and be prepared that you might not survive long-term.....especially if they view it as a ploy to get promoted into that VP spot.

[Anonymous]

Could someone internally who might be getting cut elsewhere he successful in that role?

[Anonymous]

Honestly if someone approached me with this at a time when we are cutting heads I'd immediately think:

1) This is a ploy to claim that they are already down 20% so they don't need to cut anyone cause technically, there should be someone there

2) this guy is trying to say he's doing the job of his boss so he's just trying to make sure he's not cut

I wouldn't think you actually wanted to layer yourself between levels. Who makes that play?

I'd leave this well alone.

[Anonymous]

Anonymous wrote:

Anonymous wrote:I would handle it by NOT bringing it up. Wrong time, totally tone deaf, and if you had the political capital to pull a move like this off--you'd already know it.

I hear you but we are pretty transparent place (mission driven non-profit). The senior position was eliminated one year ago and I've been asked how we've fared in light of that decision...and the reality is that we've had some important missed opportunities. Does that change your response?

If they don't already know the bold, I would not bring it up. That will only reflect badly on you, the leader. Most places would expect you to suck it up even with less staff and not miss important opportunities.