As a Production Manager of the closing unit:
If I had one last chance to convince resturcturing team, I would ....
1. One-on-One Buy-in: avoid direct confrontation.
Under mass-layoff situation, workplace atmosphere became very tense and job security became the top priority of everybody. Instead of debating “Why me (not the Industrial Production Manager)?” in front of the whole group, I’ll try to engage each of the five decision makers one by one to reduce group pressure. My goal is at least making one ally.
2. Common Goal comes before my own interest.
During our face to face conversation, I’ll not try to find whether or why they vote against me, but I’ll talk about our common goal “Rescuing Webster”. I’ll ask for their personal ideas and suggestions on how to steer our company out of today crisis; making them feel like an expert.
3. Propose alternative solutions backed by industry experts and real world examples.
I’ll show them what I’ve learned from well-respected industry experts. The report will show vital differences between Industrial furnishings and Home furnishings and intangible costs entailing consolidating the two operations (knowledge transfer, conflicting work culture, sharp fall in worker’s morale) which Carter’s team might not have perceived under such time pressure. On the last page of the report will be past failures on similar attempts and finally alternative solutions, “How did they solve such problems?”
4. Show tangible benefits.
I’ll propose different rescue packages and restructuring alternatives. The most important element among them will be cost/benefit analysis which will implicitly explain the benefit of retaining me (Ke ...