How do we merge businesses harmoniously?

Hi Aunty B,

All the best for 2012… I continue to enjoy your daily missives.

We are currently selling our small business and merging into a medium one. I was looking for your tips on how best to integrate as harmoniously as possible?

The situation is as follows:

• We are in the final stages of the business sale negotiation.
  
• We have known and been working with the buyer for some years; we all get along well.
  
• The CEO has been the main point of contact and negotiation for the sale.
  
• The CEO has included the state manager, and to lesser extent the operations manager, who also handles part-time sales when not loaded with operations work.
  
• The CEO has agreed to the role; it is a business development role as there is currently nobody doing this full-time and it needs attention.

We are going into this thinking with clearly defined jobs we will all work together and build this state office into a very strong team.

The thing is there is some negative feedback from OPS that they cannot see it working, which to me sounds like “I won’t support it”.

We like these people but are not used to office politics, though of course we understand when there is change some people get concerned.

We really want this to work and to keep everybody happy and productive, as it would lead to great long-term benefits for all.

I would appreciate your thoughts or advice.

Dear Appreciate,

Don’t be scared at all. The first thing to know is that there will always be some people opposed to a sale. Everything on the surface sounds great. You know the buyer, you get on well, there is strategic value, you are going to clearly define jobs, etc. And so yes, there are a few people who seem resistant.

The key is to find out why. They may not like change and like things the way they are. They might not be able to clearly see your vision. They could have concerns that their role will be changed, undervalued or become less relevant.

Try to set up a meeting with the persons of concern as soon as you can. Assure them of their importance, outline the vision and you will find they come on board. Make sure you use the word “we” a lot, as in, “We are going to build this office into a very strong team with your help”.

But also be aware that there are always a few people who will leave after a merger takes place. They were looking for a reason to leave and the merger was the push out the door. Or they don’t fit or get the new vision. And that’s okay too. If you expect that to happen, then you won’t see it as office politics. You will see it as part of the merger process and understand there are always a few casualties, but it won’t hold you back and you won’t take it personally.

Be smart,
Your Aunty B

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