1. Tell employees "change
is good." Employees don't buy it and you will lose credibility. Change is painful.
2. Promise your employees
that this will be a "merger of equals." There are never two winners in a merger.
Mergers tend to not be fair so be realistic with your employees. Honesty is
always the best policy.
3. Ask for employee feedback
on change implementation strategies and then don't use the feedback. It's the
quickest way to alienate your employees. If you don't want or need employee
input into the change process then don't ask for it. Don't pretend that you
are open to suggestions when you are not. Lies at the beginning will cause people
to not trust you later.
1. Don't change things immediately.
Find out the key components which must be merged. Not everything needs to be
integrated. Talk with your front line employees in both organizations which
are to be merged. Listen and learn. Build on the merged organization's strengths.
Recognize that one solution may not fit both organizations.
2. Determine what changes
need to be made. Communicate and explain the changes to the entire organization.
Announce what and when the changes will be implemented. Don't make the announcement
and implementation dates too far apart. Half the pain is in the anticipation
of the change.
3. Educate people as to
why change is painful and what they can do for themselves personally to deal
4. Address rumors as they
occur (i.e. have a "Rumor of the Week" section in your employee newsletter).