Mergers and acquisitions can have enormous benefit for a company — but what about employees? As a leader in the "new" organization, you are entering a time of intense action and learning. What you may not realize is that while you may be excited by this new opportunity, those reporting to you or new colleagues probably have many unanswered questions about your vision and management style.
From the time a change is announced, a series of events typically occurs. Emphasis tends to shift away from relationships and toward tasks that must be performed. As a result, communication may be strained. Important, time-critical decisions may be made hastily or postponed until the new leadership team assumes authority. Employees may feel abandoned and anxious about what will happen to them as well as their department or function. In cases where employees are happy about the changes, they may have unrealistic expectations of what the new organization will be like.
Leaders not only need to learn not only the business, but also the strengths, weaknesses and expectations of employees and colleagues. You will be grappling with a new situation and trying to understand the tasks and problems while assessing the organization and its requirements. Because you are learning, you may find yourself making decisions slowly and laboriously, focusing on short-range issues.
When unmanaged these transitions can result in role ambiguity, reduced communication and jockeying for position. Failure to recognize and deal with the complexities of a transition can lead to lower performance for an entire work group. Our New Team Transition Process is designed to accelerate the process by which a new team coordinates their efforts and develop effective business practices.
Although the New Team Transition Process can be useful for any new team, it is especially appropriate when:
We customize the process to meet your needs in the design phase. Typically we begin the process by conducting one-on-one interviews with the leadership team members. Where appropriate, we suggest focus groups with representatives of the employee population. These interviews and focus groups will identify issues that need to be addressed. Then we facilitate a half-day or one-day meeting to accomplish the following objectives:
To be most effective, the meeting needs to be facilitated by someone outside of the organization so that more open communication can be fostered and biases eliminated. The facilitator will play a significant role in the design of the meeting in conjunction with the new executive. The need for follow-up meetings and interviews is discussed during the design process.
Here are some examples of how this meeting helps.
For new teams, especially those impacted by a merger or acquisition, the New Team Transition can help you accelerate your transition while you mobilize an effective team to accomplish the business goals that are important to your organization's success.
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