Another Change, What About the People?
Reflections on WPP’s latest move, and the leadership opportunity hiding in plain sight.
WPP has announced another restructure, aiming once again to “simplify.” It’s the latest in a series of changes aimed at realigning brands, cutting costs, and sharpening competitive edge. For some, this is simply business strategy. For others, especially those inside the organisation, it’s something far more personal. I have spent many years in WPP’s agencies across my 30-year career in Media, and have loved most of it, but equally did experience frustrations with the complexity of it, and alongside some outstanding leaders there are also some shocking leadership behaviours. This has been going on a while now, and every time we shuffle the deck, behind the scenes are people quietly grappling with what’s being lost, what’s now uncertain, and what the future holds.
The Emotional Undercurrent of Change
While headlines focus on share prices and strategic rationale, 1.5b investment in transformation and the loss of loved Media brands, the human impact is rarely front and centre. For individuals, many of whom have seen multiple restructures in recent years, the emotional toll builds again, old feelings are familiar, possible traumas woken.
These announcements challenge more than just daily routines. They can shake people’s sense of:
Security: “Will my job still exist in six months?”
Identity: “If my brand disappears, who am I here?”
Belonging: “Do I still fit in the new world?”
Competence: “Will I be able to prove myself again… somewhere or to someone new?”
Future: “I was promised a promotion, will that still happen?”
It’s important to recognise these as real, legitimate reactions. Not overreactions. These are non-death losses, losses that aren’t tangible in the traditional sense but deeply felt and un-dealt with can frequently lead to stress and other mental health problems. Organisations have a responsibility here. “It’s just business, nothing personal” is often heard. It is ignorant and naive. It is personal to everyone impacted (leavers and keepers) because that’s where the impact is felt.
For those of you experiencing this now, yet another round of change, more uncertainty, and the familiar churn of “what now?” here are a few thoughts to steady you. Whether it’s restructuring, re-shuffling, or silence from the top, know that how you respond matters. Not just to others, but matters mostly to your own health and well-being.
You’re not starting from scratch you’re starting from experience. When the goalposts keep moving, resilience isn't about pushing harder, or just taking the knocks, it’s about adjusting your mindset with care, clarity, and connection. Its also about learning and bouncing forwards.
Here are some key resilience practices to support you through ongoing change:
1. Focus on what’s within your control
• Structure your day, even loosely, to reclaim a sense of order
• Take breaks, move your body, sleep where you can
• Protect your mental energy, limit unhelpful speculation or gossip – this is a classic distraction which will send you down a tunnel of despair
2. Reframe the experience as learning opportunity
It’s easy to default to “Why is this happening again?”
Try gently shifting to:
• “What might I learn about myself through this?”
• “How have I grown from previous uncertainty?”
• “Where am I more capable than I was last time?”
3. Stick with the work, not the swirl
Uncertainty invites endless chat, theories, and fear loops. While processing is important, rumination drains energy.
• Focus on the task in front of you, even if it’s small
• Ask: “What’s one useful thing I can do today?”
• Let the work ground you when the noise is loud
4. Ground yourself in the present moment
When the future feels shaky, anchor to the now:
• Breathe. Walk. Feel the floor beneath your feet.
• Write down one thing you’re grateful for today
• Make one choice that supports your wellbeing
5. Connect with real humans (not just headlines)
Resilience is relational. You don’t have to do this alone.
• Speak with someone you trust
• Ask for clarity rather than assuming the worst
• Be the colleague who listens without fixing
6. Remember your values and strengths
Figure out what your key 5 values are, when you are feeling the overwhelm ask “Which of my values is being tested right now?” This helps anchor the feeling and you can then make a conscious choice on how to respond or fill the gap it is creating. This minimises the overwhelm and spin.
With these values in mind and everything else feels unsteady, reconnect with what’s steady within you.
• What matters to you, regardless of structure?
• What do others rely on you for?
• What do you want to bring to this moment?
For Leaders: This Is Your Moment to Step Up
If you're a leader, whether of teams, departments, or simply people who look to you for steadiness, this is your moment. This is not about pretending everything will be OK, for some it won’t be. But you can influence how people experience it.
Simplifying a structure might take a few PowerPoint slides. Helping people transition to a new way of being takes care, time, and intention and bravery.
That’s why now is the time to invest in human-centred leadership. In building your own Transitional muscles and supporting your team’s emotional landscape as much as their output.
Do not spin the message.
Do not pretend it’s all fine.
Do model realistic optimism and emotional clarity.
Some ways to do that:
Acknowledge uncertainty without over-promising.
Create safe spaces for people to name their concerns.
Stay visible and present, especially when you don’t have all the answers.
Clarify what matters now, cut the noise so people can focus.
Reinforce strengths and celebrate small wins, this matters more than ever.
Invest in the people that need additional support, be it HR drop ins, group coaching or redundancy support.
Think Transitions, Not Just Change
We often confuse organisational change with human transition. The difference matters.
Change is external. A restructure. A merger. A new reporting line.
Transition is internal. It’s the emotional and cognitive process people go through in response to change. They react to what that change means to them.
How leaders show up really matters, because their behaviour (Emotional and Transitional Intelligence) shapes how people experience change, stay engaged, perform, and support the changes.
The Case for Transitional Intelligence
In times like this, we need more than communication strategies and rebranding exercises. We need leaders with Transitional Intelligence, the ability to guide themselves and others through the process of change.
Transitional Intelligence includes:
Recognising where people are emotionally (shock, resistance, experimentation, renewal)
Supporting others through loss without rushing to solutions
Staying grounded yourself while holding space for others
Reframing narratives without gaslighting
Focusing on what’s within control, and naming what isn’t
Showing up consistently through the messy middle
Remember you have been working on this for months, you may have been involved and influenced decisions, you have had time to adapt – it’s brand new to your staff.
Final Thought: A Call for Care
If you're reading this inside WPP, or in any company facing constant change, take a breath. What you're feeling is natural.
And if you're leading in this context, remember: your role isn’t to fix everyone. But you can support them through it.
Transitions, when handled with care, don’t just carry us through difficult times, they grow the leaders and cultures we’ll need for the future.
Want to build your Transitional Intelligence?
I work with leaders and teams to develop Transitional awareness, the awareness, language and practical tools to support people through real change, not just strategy decks.
If you’re navigating change and want to strengthen how you lead through it, I’d be glad to talk.