Organizations instinctively slow down in response to being acquired. Employees grow more committed to protecting themselves and less committed to protecting productivity and profitability.
Pretty soon results start to suffer. Then the problem begins to feed on itself.
A leader’s job is to reverse the trend, speed things up, and focus the two organizations on achieving hard results together.
Momentum has a magnetic pull on people in M&A. Major progress is compelling. Commitment starts to climb when things start clicking in the new combined company, because everybody wants to be part of a winner.
Just as people tend to disconnect emotionally when their organization stalls or loses ground, they close ranks and commit themselves more fully when the organization is “on a roll.”
This highlights the need for action. For a pickup in performance. For speedier headway toward specific goals. During the integration, keep everyone focused on achieving hard results—tangible performance gains—that provide concrete proof of effectiveness. Don’t get sidetracked by the soft issues. Trying to massage morale, lower stress, or improve company loyalty and job satisfaction doesn’t necessarily do much at all to build momentum. It works quite the opposite—momentum heals attitudinal problems.
Mobilize teams. Outlaw inertia. Create a sense of urgency. Get the integration moving at a fast clip. Push for daily progress. Post weekly results. Celebrate accomplishments, then “raise the bar.”
Keep the heat on to maintain momentum when integrating, and you will tighten the bond between employees and the merging businesses.
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