Part 2

In the last post we highlighted the key areas for leaders to address when guiding people through a business integration. In summary, they were culture, resistance to change, loss of identity, the communication vacuum and lack of engagement.

Integrations are complex and are rarely smooth throughout the process. People will want to understand the Purpose and strategic value of this merger & what it means to them. Inevitably, there will be uncertainty, but if the buy-in and trust is evident, you will secure higher levels of tolerance in preparation for the inevitable turbulence experienced through the integration process.

Here are some specific tips for overcoming people challenges in business integration:

• Communicate early and often: It is important to communicate the rationale and the integration plans to employees as early as possible. This will give people time to process and adjust to the changes and ask questions.
• Be transparent and honest: Be honest about the challenges and opportunities of the integration process. Avoid the use of smoke & mirrors to avoid difficult questions.
• Be inclusive: Engage employees from both companies in the integration process. Ask for feedback and recommendations and respond to it. This will help to create a sense of ownership and commitment to the integration.
• Provide training and support: Promote the skillset and knowledge employees will need to be successful in the new organisation. This may include training on new technology and processes and a comprehensive and inclusive induction.
• Set new business goals: Give employees across both organisations a sense of shared and collective future purpose and inject energy into their performance and delivery
• Celebrate successes: Be sure to celebrate the successes of the integration process along the way. This will help elevate the merits of the strategy, boost morale and keep everyone focused and motivated.

Successful integrations require a high degree of integrity and courage from leaders. It would be a mistake to underestimate just how influential People are to the integration process. The process itself can be meticulously planned with expertise, templates and project management tools. There is no template to guide People through an Integration.