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Reteaming Efforts: Adding or Subtracting People One by One

As organizations grow (or shrink), they must adapt to new structural changes. A company that started with ten employees must not retain the same dynamic once it reaches its 200-employee mark. Reteaming efforts – breaking people up into different teams and rearranging the teams – are an essential part of running a business.

Managers in charge of reteaming should first and foremost have a solid grasp on each team member’s capabilities and personalities. They need to know whether the person is a motivator, an initiator, or whether they are more inclined to sit and quietly toil away in their corner. When forming a new team, it is critical to understand how every individual’s character traits play into it.

One of the most common ways of reteaming is moving people around one by one.

Build Around Experienced Employees

A good strategy is to “seed” new teams with experienced employees. When you’re creating new teams, first assign someone who works well, is motivated, experienced, knowledgeable, and who will have no trouble guiding people through the projects. Then build the team around them.

However, be careful with this tactic. You need to be absolutely sure that the person at the core of the team will rise to the challenge and drive the team forward. If they are dissatisfied or unmotivated, they won’t be appropriate catalysts for a new team.

Mentor New Hires

There is always a transitional period when a new team member is brought in. The first few days or weeks, the new hire will be getting settled in, and the team will assess how they fit into the current dynamic.

Never fail to inform a team of when a new member is joining them. That way, you can prepare them in advance for a possible shift in the dynamic.

Assigning a mentor to new employees would greatly assist the transitioning process. A mentor can take the new hire for an office tour, provide them with an overview of the team and their objectives, and teach them about important procedures and protocols they follow. That way, a new employee is brought up to speed in record time, and they already feel connected to at least one team member.

Acknowledge Loss

When a team member is leaving – through being reassigned, getting fired, or leaving voluntarily – allow the team to acknowledge the loss. Inform them of this change and provide reasons why it happened. Establish protocols that need to be adhered to in the case of a team member leaving.

If this person was essential to the team, who made significant contributions and was well-liked, allow the team to discuss the loss. They need to accept that their coworker has moved on.


Even though adding or subtracting team members one by one seems like a safe strategy, there are still things you should keep in mind. Build your new teams around inspirational, motivational employees. Help new hires find their place through mentoring. If a team member is leaving, create an environment for the team to adjust to the new situation.

Most importantly, keep your teams up to date with all the changes relevant to their work dynamic.

Discover the best way to restructure your organization’s teams, as well as how to consistently connect with your leadership team and predictably turn them into highly engaged employees. Call me for some complimentary advice. Book an appointment at or call me at +1 (604) 943-0800.


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Inscape Consulting Group
Greg Nichvalodoff, BSc. BM (Honors), MBA, PCC, CMC
Office: 604.943.0800
Mobile: 604.831.4734