The awkward transition of acquisition is all too familiar to today s executives.  As humans we tend to resist change rather than embracing it.  This issue of Ask the Coach provides advice about how to position yourself when your company is acquired to cultivate the widest range of career options.

QUESTION:  Acquisition...Fight or Flight?

Dear Merry,

I am a VP of HR at a company that has recently been acquired.   The acquisition has everyone on edge and uncomfortable - including me.  I am concerned because the new leadership is moving towards a shared services model.  My sales leader is uncomfortable because he is now responsible for additional products.  Everyone is uncomfortable because we don t really know where we stand in this new organization.

Should I update my resume and start working my network for another position or should I sit tight and see how things shake out?

RESPONSE:  Explore Your Options...Be Proactive

Dear Executive,

Don t assume that the new organization wants to get rid of the old organization.  Your intellectual capital is a huge asset and one of the main reasons you were acquired.  That being said, you must also be well prepared, well informed and do some soul searching.  Ask your self:  Do I fit in this new culture?  Can I thrive here?  Do I want to?

I recommend a two-fold strategy. 

First, it is always a good idea to have an updated resume with your current accomplishments.  In addition, touching base with your network is highly recommended regardless of the acquisition.  

Second, I do not support a "wait and see" attitude.  I recommend a proactive stance.

Find out if this is the company for you:  

a.        Learn the new organization:  In the same way you might research a new policy, learn as much as you can about the new organization.

b.      Assess the culture.  Then select a few people in the new organization with whom to discuss the culture.  Is this the company for you?  Does it fit?

c.       Review internal and external communications.  Does their language resonate with you?  Can you align with their message?

d.      Gather information on the leaders of new organization. What other positions have they held?  Are theses people you can respect?  Do you want to be on their team?  Is this is an organization you might want to join?

2)       If so then, understand how your boss fits into the new organization.

3)      Then, be visible and proactive:

a.       Appropriately promote what you and your team are doing to meet the new leadership s goals.

b.       Highlight your success.  Present the business results your programs have produced. 

c.        Join a committee related to the transition  - one sponsored by a leader from the new organization.  Or find a mentor in the new organization.

d.      Make yourself known.  HR is the bridge between the old and the new leadership.  Present your human capital assets to the new company at the highest level possible.  Inform them of your Succession Planning and Leadership Development programs and their impact.

e.       Be a strong leader.  Help support others.  Calm people down by letting them know that there is plan in place to gain recognition for their contributions to the organization.  Keep your team focused on results, not the discomfort of transition.

f.        Be an advocate for change.  Communicate to your team that the change is appropriate.  Support them through the transition and highlight the benefits of the new organization to your team.

Realize that the new organization doesn t always know how to best reach out to you.  By making yourself know and exploring/supporting what is important to them, you will be making the first step towards opening communication.  If your situation is like most, the new leadership is likely not communicating enough to the old.  This is not because the do not value you, but because they don t know how to best communicate or have the time to do it.

Communication is the key to success in this situation.  Don t wait for the new leadership to reach out to you.  Instead, work to get an appointment on their calendar.  Be proactive.  Have a business results story to tell and make yourself/team known in the new company.

Here s hoping you flourish in the new organization.

Dare to Deliver!

Merry

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Merry Marcus, President of Break-Through Consulting is a Certified Masterful Coach, entrepreneur and former Fortune 100 VP of Sales.  Break-Through Consulting is a coaching and consulting company focused on producing otherwise impossible business results through breakthroughs in traditional thinking and actions.  Merry can be reached at:  (215) 579-8293 and mmarcus@break-throughconsulting.com.