Making Corporate Integrations Work

Studies have shown that roughly half of all mergers and acquisitions fail to deliver what was expected of them, and one big factor is management's inability to build trust with employees assimilating into their organization.

"For corporate integrations to be successful, leaders have to model the behaviors they want their people to follow," says Carolyn Ott, a member of the WJM Associates coaching faculty, who has helped companies assimilate new executives and employees into their organizations following acquisitions. "Management has a limited window of opportunity to develop trust and respect when new people join their team. If they don't focus on these issues from the start, they'll have a hard time making the deal work."

Ott cites one company that identified some 30 behaviors -- many dealing with trust, respect and a willingness to listen to differing points of view -- that were very important for members of the senior management team to demonstrate to the new employees coming in to their organization. To ensure that everyone modeled these behaviors, the company conducted quarterly surveys of all employees to measure the effectiveness of its approach.

"The company received fairly dramatic results," says Ott. "At a time when everything was changing for the employees who were assimilating into their new organization, it was refreshing to have a senior team whose trust and respect scores went up."

What can leaders can do to make integrations work? Ott offers the following suggestions:

Be sincere and honest in all dealings with your new executives and employees. Communicate frankly. Share what information you can and let people know that other developments will be announced at the appropriate time. Let people know there is a master plan so that they don't think the organization lacks direction.

Listen to your new staff. Acquired teams are often passionate about the work and processes they have developed. It is difficult to abandon those efforts in favor of another way of doing things without having the opportunity to present ideas and perspectives and have them valued.

Present a clear vision, and invite middle management to present ideas on adapting to the new culture and the new parent's expectations. Be consistent in your communications so all audiences receive the same message.

Enable success by drawing people into decisions. Make time to listen to people's ideas, concerns, fears, expectations, and ambitions. Help them reflect on their strengths and potential for the future without making any "false promises" about jobs.

Find linkages where the new and the current are not so different. Shared visions, values, processes, attitudes, and styles will make the unknown seem a bit familiar and potentially less threatening.

"If people believe there will be a place for them in the new organization where they can contribute, they'll walk across the bridge you're trying to build," says Ott. "If they don't trust or respect you, you'll never win them over."

As managers and coaches, we've all had to confront subordinates at one time or another about performance or behavorial issues that need to be corrected. It's not always a pleasant task, but it is necessary, both for the employee's sake and for the organization's.

Many times, people put up a "wall of resistance" when a supervisor tries to talk to them about deficiencies they need to correct. They become silent, fold their arms and gaze back at you with a glassy-eyed stare that tells you they're not listening to a word that you say. Or else they try to change the subject, make light of it through humor, or become cynical or even argumentative.

How can you get past these defense mechanisms and begin the process of compassionately correcting the deficiency that is impairing the employee's effectiveness? The secret is to work with resistance in a way that the individual sees that he is only hurting himself by keeping his guard up. Here are some techniques for doing that:

Teach the facts; don't force them. When you see that the employee is not accepting what you are saying, stay centered and stick to the facts. State why they are the facts. Don't judge or criticize, because it will only make the individual more defensive. Avoid subjective comments that disparage the behavior. Keep restating the facts until the employee learns to accept them.

Affirm the employee's strengths. When people become emotional, they often lose perspective and read things into comments that just aren't there. With people who are sensitive or who have low self-esteem, you want to keep giving them a balanced picture -- the positive and the challenges. Try not to confuse one with the other. Most of us only hear the negatives. Stay with the positives and get them thinking about improving themselves.

Look for real-time demonstrations of behaviors. If the employee continues to deny that he or she behaves in a certain way, see if he/she demonstrates the behavior during your feedback session and point it out at that time. For example, if someone is not cooperative with others on the job, see if he or she talks over you or is close-minded while you are together. Then point out that these are just the types of behaviors that you want to change.

Reveal your own vulnerability. When people act defensively, they are usually afraid of the information that is being presented and of being judged harshly. If the employee you are addressing struggles with your comments, it may be a good idea to share your own experience at receiving negative feedback. You don't necessarily have to tell the employee what the issue was, but you can certainly explain how you felt and how you benefited from your supervisor's candor and honesty. Generally, the more open you are, the more open they will be.

These are just some approaches you can use to get past the barriers that employees may erect to avoid dealing with issues that affect their jobs. Once you get people to trust that your feedback is sincere and in their best interest, you will be on your way to building a better relationship for you both.

For many people, Memorial Day marks the beginning of summer. In the corporate world, it also marks the beginning of the season for "business casual" dress.

Dressing casually while maintaining a professional appearance takes more care, certainly, than dressing professionally, where tradition makes choices fewer and mistakes less likely.

"The truth is, the first thing people see is the last thing they forget," says Jillayne Stockland, a member of the WJM Associates coaching faculty who counsels executives on wardrobe and image issues. "There's no such thing as neutral clothing -- everything you wear says something about you."

It isn't that image is everything, says Stockland; it's simply that people tend to judge others by appearances, and if one's own appearance doesn't reflect his or her abilities, the abilities can be overlooked.

"Your appearance and your presentation equals your image," she says.

But it is possible to choose business-casual clothes that strike the right note: crisp, neat and polished. Some of the most common problems arise from people wearing clothes that don't fit their body type. This includes clothing that gaps or puckers, clings, or looks sloppy, and items left over in the closet from past seasons. Some of the most effective tips are also the easiest, such as wearing casual, tailored slacks rather than khakis.

One of the first steps Stockland recommends is a thorough review of one's current wardrobe, taking note of the items that have in the past instilled confidence and ease. These are the items that should stay, provided they fit, as clothing that doesn't instill confidence also does not reflect it.

The next step is one women have known about for years that's developing a strong following among men, given the clothing options now available in the workplace: Visiting an image consultant. It's a secret top executives have known about for years, relying on experts to create a wardrobe that communicates power, ease and confidence. It's not simply about dress, Stockland says; it's about taking care of one's health and fitness as well as appearance so one can concentrate on other things.

"Many successful executives realize early on in their careers that they should dress for the position they want, not the position they are in," she says. "You can be the brightest, most effective executive in the world, but if your appearance isn't appropriate to your abilities, it can all be for naught."
 

Virtually everyone is familiar with the concept of "branding" as it applies to products and services. Branding enables companies to stake out a position of distinction and preeminence in the marketplace, to differentiate themselves from competitors vying for the same customers.

People can have brands, too, to distinguish themselves from peers competing for that special assignment or promotion. People can be known as innovators, problem-solvers or budget-masters, to name just a few.

Men seem to have no trouble promoting themselves in their organizations. Women, however, seem less comfortable making others aware of their abilities and accomplishments. That's why women in management should consider applying the following branding principles to their careers:

Conduct Market Research. Good marketing -- of products, services and careers -- begins with market research. What do people know about you? What do they think of you? Honest answers aren't always easy to come by. Identify two or three trusted confidants from among your superiors, peers and subordinates and conduct an informal 360 evaluation. Don't bristle at any criticism, but use the candid feedback to reinforce your strengths and shore up any weaknesses.

Create a Tagline. Once you know how people perceive you, determine how you want to be perceived. Like products that marketers promote, what benefits and features do you offer your internal and external customers? Are you responsive? Valued-added? Results oriented? A team player? Review the accomplishments you are most proud of, the key challenges you have handled and the results you have produced … and distill them down to a simple declarative sentence that you can comfortably use the next time you're at a meeting or business event and someone asks, "So what do you do?" This is your tagline.

Develop a Brochure. Imagine you are a direct marketer and you're looking to create a mailing piece to sell the brand of "you." What would the headline say? What would be the "unique selling proposition"? Then sit down and create a brochure for yourself. No one need ever see it, but it is a useful strategic step in defining yourself, your attributes and your accomplishments in more detail. Revisit your brochure periodically to keep it up to date, and remind yourself of all the good qualities you have to offer.

Launch Your Campaign. As the final step in developing your personal brand, create and launch your campaign. Identify your "target market" -- the people inside and outside of your organization who can be helpful to you in your career -- and map out a plan for introducing yourself to them. If internal activities can't help you achieve the visibility you desire, try going outside. Join a business organization or charity where word of your achievements can filter back to your company. Make speeches, write articles, teach courses. You will be surprised at how quickly your brand -- and your career -- can gain momentum.

This month we are pleased to welcome Suzanne Boisvert to WJM Associates as a senior vice president.

Suzanne has an extensive background in international executive coaching and development, strategic human resource planning, career management, assessment, and the design and delivery of large-scale change-management initiatives. She has served as a senior coach for Korn Ferry International, principal of Greenwood Global, and executive vice president of European and Latin American Operations for Right Management Consultants. Suzanne holds undergraduate degrees in business administration and psychology from the University of Maryland and a master's degree in management and human resource development from Boston University.

"We are delighted to welcome Suzanne to our management team," says Bill Morin, WJM Associates' chairman and chief executive officer. "Her rich experience dealing with global organizations both here and abroad will be an asset for our clients. Yes, Suzanne does speak French, German, Italian and Spanish, but the language she knows best is the language of finding and building the talent necessary to grow a global business."