If you’ve worked in the corporate world for any length of time, you’ve probably experienced a merger or acquisition somewhere along the way. Personally, I’ve gone through five in 15 years (which may have been a contributing factor to starting my own business). Each time I’ve been bothered by the overlooked opportunities and communication snafu’s that have resulted in poor morale and decreased productivity. But does that really matter? After all, the company isn’t permanently damaged – gradually morale improves and the productivity gets back on track. So what’s the problem?
To get more insight and allow you to make the decision yourself, I’d like to share with you “A Tale of Two Companies”. The names have been changed to protect the innocent (and prevent being sued). So let’s just think of them as “Yin” and “Yang”. For this example, product and company size aren’t relevant; instead, I’d like to focus on their people and communication practices. Neither company is bad; just different in philosophy and practice.
| The Yin Company | The Yang Company |
| The Situation The Yin Company was acquired by Zygot. The companies had several similar functions so a merging of divisions was required which would result in loss of jobs. Here’s how they approached the change from a people perspective:
The Result |
The Situation The Yang Company ran up against hard times and had to cut costs. In addition to stopping several major projects, the Company must downsize. Here’s how they approached the change from a people perspective:
The Result |
I believe in the words of the ancient Chinese sage who said “Tell me and I’ll forget; show me and I may remember; involve me and I’ll understand.” So what can we do to ensure that our team (be it management team or project team) gets involved in, bought into and is fully supportive of process change?
- Speak the Truth. Always. Not just when it’s convenient or easy. Don’t hold to the corporate line or attempt to stir up enthusiasm with a “it’ll be all right in the morning” attitude. Tell them the hard truths. Allow them to grapple with uncertainties, potential pitfalls and impending disasters and make their own decisions. If you’re legally bound to confidentiality, tell them. Then follow up as soon as you’re legally able to. Change is not easy, but it’s bearable if you know you can trust what you’re being told.
- Stay in Communication. You can never over communicate. A known fact about we humans is that we don’t process all we read or hear, so repetition is not only advisable but necessary. Tell them what to expect; tell them what happens; tell them the results. Did you notice I just told you the same thing from 3 different perspectives – tell them…, tell them…, tell them…? Repetition is crucial.
Equally important is sharing information frequently through all available channels – both print and verbal. And let me stress the importance of print (whether via email, newsletter or other channels). Putting your message in writing forces clarity which is often missing from verbal communication. It also allows reconciliation between the truth and the sometimes blown-out-of-the-water gossip that occurs during any large scale change. - Encourage Involvement. Ask for suggestions, request alternatives, hold brainstorming sessions and launch task forces to investigate and recommend. Then take the extra step – actually take action on what you’ve heard. I’ve implemented suggestions that I know will have little measurable affect, yet the value of employees feeling heard and involved is priceless. So hold collaborative meetings to evaluate, prioritize, and take ownership of steps in the change process. Make the change about and with them.
