How do you reposition someone during a reorganisation?

The context in which Map & Match was used

Isabelle, one of our partner coaches, worked with a fast-growing start-up in the local SEO market. To keep growing and to industrialise as smoothly as possible, the company needed to redraw its organisational structure and rethink the roles and responsibilities of its people. That is exactly the moment when knowing how to position a profile becomes decisive.

In that context, Isabelle worked with one employee, Julien M., who had been wearing several hats for years. The stretch had reached its limit, and conversations with the leadership team were becoming difficult.

What was the Map & Match platform used for?

There were two things at stake. For the company, not losing an employee who had been committed to the business for years. For the employee, finding the role where his talents could be fully expressed. Isabelle helped him define a new role and understand how he works, so that the relationship with leadership could settle and his position in the new organisation could be agreed.

The aims of the engagement were to:

• Keep him engaged, by involving him in shaping his own new scope of work.
• Move from an all-round role to a choice between two functions: developing a new product (R&D), or supporting the rollout of existing products with customers (sales).

How Map & Match supported the repositioning

• Re-energising Julien M. through a detailed debrief of his profile: discovering his talents and what he is genuinely drawn to, read against his day-to-day work.
• Repositioning Julien M. within the team: reading how the team saw him and what was at stake for him at that point — understanding where the tension and the deadlock came from, and how to move past them.
• Projecting Julien M. into the working environment where he would thrive: which kind of role, which responsibilities put him in the right place in the organisation.
• Turning that thinking into a structured proposal to put to the leadership team for his new role.

What the platform actually delivered

Broadly: Map & Match made it possible to understand where cohesion and mutual understanding were breaking down inside the organisation (a situational diagnosis), and to redesign Julien M.'s role so that it complemented the rest of the team — while making clear how a profile should be positioned within that collective dynamic.

More specifically:

1. The employee understood how his own profile works

His T5 profile showed a systemic profile: he is drawn to every phase of a project. Challenger* and Endorser* means he enjoys offering customers solutions beyond what they asked for, and knows how to say no. Finisher* and Doer* means he likes seeing things through and doing them properly. The combination of Transmitter*, Coach* and Advisor* shows how much he enjoys passing good practice on to junior colleagues, training on the job and watching people grow. And his Coordinator* talent shows his appetite for getting stakeholders around the table, clearing obstacles and moving things forward.

2. Time to think the problem through

Being drawn to every phase of a project, Julien M. now had to choose a dominant one (his T5). That choice had to be made against a medium-term view of the organisation, with milestones: training existing colleagues (though the current team lacked a functional approach) or hiring new profiles.

3. A constructive proposal and a roadmap for leadership

Building on those conversations, the employee described his target role around the talents he chose to build on — Challenger, Endorser and Coordinator — refocusing on listening to customers and improving the product.

4. Tension eased by the new positioning

The proposal was approved by the leadership team, who recognised how relevant and coherent the repositioning was.

By lifting individual performance, Map & Match lifted the company's collective performance too.

*Challenger: they enjoy convincing, breaking down resistance, negotiating, opening new territory — they like a challenge.

*Endorser: they enjoy analysing and taking apart what exists to find what will move it forward — how to do it better? More accurately? More efficiently?

*Finisher: taking a project to its highest level of completion is what drives them. They bring the work to its final point, well past where most of us stop.

*Doer: carrying out tasks — their own or other people's — is what drives them. They enjoy putting all their craft into getting them done.

*Transmitter: keeping projects going over time is what drives them. They are teachers at heart.

*Coach: above all they enjoy helping the people they work with progress, whether individuals or teams. Their talent lies in matching an objective to the means of reaching it.

*Advisor: they enjoy listening and building dialogue by sharing experience. Their drive is in that sharing, as much as in seeing the person they advise move forward.

*Coordinator: keeping projects and teams in balance is what drives them. They enjoy being the pivot of collective action.