A large public sector organisation has been through several cycles of change in recent years, in addition to the pandemic $-$ a new IT system, department restructuring $($resulting in a few redundancies$)$ and for some employees there has even been a change of site. In addition, for many, their jobs have become repetitive and boring, with no clear career paths visible. Not surprisingly, the majority of employees are unhappy.

A new team of consultants have been in the building for about a month and are observed disappearing into rooms for meetings with some of the senior managers $($no one knows why$).$

Some of the senior staff have apparently become internal $$change agents$$ and spend a lot of time hanging around the consultancy team, mostly in the Programme office $-$ a large room on the top floor full of consultants on laptops. The staff don$$t really know what is happening and they are concerned mostly about the security of their jobs.

The senior leaders are working late and appear somewhat secretive$.$ Staff know that they want to change some of the departments around but that$$s about it$.$Question $2$: Given this knowledge, what actions would you recommend the senior leadership team take in order to be more effective leaders of change?

Please use headings and concise paragraphs to make your recommendations $$ the leadership team are business people who are looking for practical actions not theory. They do not want a lengthy theoretical essay.