This is part 2 of a series of 4 discussions on the intensity surrounding acquisition integrations.
When we say political we refer to the biased decisions that protect or improve a position. The main reason for integration politics is giving in to the temptation to get ahead in the office hierarchy by playing politics.
When you acquire a business, the value of the acquisition is not achieved by purchasing a business – the value comes from integrating the two businesses together.
The process of merging two businesses into one creates disruption that affects employees on all sides. During the disruption, with change happening all around them, there is a nervousness amongst employees associated with the uncertainty of change.
Employees who are “in production”, creating revenue for lower-mid and mid-size businesses can mostly be assured that their position is secure. Businesses of this size are acquired for their future potential, and that potential relies upon the revenue-generating employees. However, middle, and upper management who have typically invested time and effort achieving their current position, must now work to ensure that decisions they make are based upon the merits of the situation under consideration, and in the interest of the newly changed business. There is often a temptation to make decisions that either protect their position or improve it. The challenge for leaders is to ensure that decisions are now directed toward shared goals.
Management not only need to become cooperative themselves, but also model it to the rest of the company. Their flexibility and cooperation during the integration process promotes the correct behavior for other employees. Decisions that protect the status quo, or promote personal gain, or grow one’s influence, or perpetuate favors, don’t help employees to be willing to juggle their current role and carry out additional integration tasks simultaneously.
We have discussed office politics during integrations before, and continue to recommend that leadership should use our five points of action to reduce political decision-making:
-
- Give clarity to decision making
-
- Demand accountability from your management team
-
- Call out and reprimand political behaviors
-
- Promote urgency and transparent communication throughout the decision making, over process
-
- Be available to listen and to help. Do not be isolated from employees
None of us are immune to bias. It is human nature to consider “What’s In It For Me? (WIIFM), when making decisions. We all have our own interests, personal goals, egos, aspirations, and agendas that influence decision-making. However, leadership and management must minimize these influences upon themselves and others to ensure the long-term future of the business.
If you need help with planning, setting up, announcing, or delivering an acquisition integration, contact us.