An authentic and slightly irreverent blog on the applied dimensions of leadership & Change...

• My Crap

• Your Crap

• Our Crap

• Everybody’s Crap.

Integrating culture, capacity, and competitive value is the purpose of all mergers and acquisitions (M & A). But how often or how effectively does this happen? Yeah…not very often and not as well as expected. So let’s cut through the M & A crap and see what really happens when two organizations come together.

Technically, we’re looking at what can help keep that newly acquired value from slipping through our fingers. In reality, we are looking at the personal crap that gets in the way of integrating organizational value and different groups of people. What makes the incoming organization able to deliver their offerings in a way that made them desirable in the first place? How can we not screw that up?

Easy...cut the crap!

If we are honest with ourselves, we know that some of the stuff we say and do is just for ourselves, to protect our idea of what we think we should do in a particular situation or what we think is expected, whether it makes good sense to us or not. Come on...let’s cut the crap! We are perpetuating such a long line of self-delusion and ignorance. If we are afraid, or otherwise reticent to ask “why?”until we haven’t any further questions, then we are normal! But we need to change. We often assume away our own fears and biases so we blame everything and everybody for inefficiencies and ineffectiveness but never fully comprehend our own contributions to the situation. And let's face it folks, the only thing we can control and therefore change is our own behavior. (I know…crap!)

Our own competency (effective and efficient decisions) is increased when we first ask ourselves, “What do I really want to do here?” and what we’re feeling at that moment in time (I’m tired, I just want to…; I’m angry about “x” so I just want to do “y”; it is easiest to just do….; it is not worth the time/effort to do any more than….) Writing down why you feel this way may help you to own it. This is the first step toward understanding your own truth. Then you can start to become aware of how your feelings are impacting the situation.

They are afraid. The don’t know what success will look like in the new order. Their way of doing things is what made them successful. You need to hear and honor their concerns and learn from them—not just those of senior leadership and management…everybody's! So you’ve got to ask (back to the why’s). They each contribute to your success and see something you don’t. Use that!

PS - They will overtly or covertly fight you if you don’t.

Some ways in which the acquired organization operated may be dysfunctional and some of your organization’s management practices most likely are too (sorry). What is your plan to compromise? What are your decision criteria? Are you integrating all of our crap or assuming it away?

Not only do your customers and shareholders have crap that impacts this situation, but the community in which you live, work, and serve has crap that needs to be factored int the equation.

How does this merger or acquisition impact how communities are served? What might be some ripple effects of this complex change?

Here are some “Crap Factors” to think about:

1. Individual learning’s relationship to collective learning

Are you modeling individual learning and knowledge sharing in a safe environment or just perpetuating the status quo? A learning organization/community is a sharing organization/community.

2. Needs of the people balanced with the needs of the organization

Are you actively building procedures, practices, and policies that serve your people and your business objectives equally? You’ll get more out of both if they are!

3. Management systems/practices correlated to vision, mission, and values

Do your management practices, procedures, and policies directly and overtly demonstrate your values, execute your mission, and inspire all of your stakeholders (employees, customers, shareholders, community) to find hope in your organizations’ future? You’ll get more out of all if the dots are clearly and regularly connected!

4. Individual ability actually applied to the job they are currently performing.

Are you providing opportunities for your people to stretch, grow, and use all of their experiences and expertise? Capability is a terrible thing to waste!

Do not assume away the needs of human beings to have time and space to learn, to share what they learn and know, to be heard and feel valued, to work in an honorable and accountable environment, and to be recognized and respected for what they bring to the table, no matter what level of the organization they serve. Investing in your people’s needs will bring them together and bring their best out. Your organization’s future depends on them.

© 2019 Stacie L L Morgan. All rights reserved.