TRAINING
Mergers, Acquisitions, & Divestitures
Managing Uncertainty: Protecting the Value of the Business Between Announcement and Close - For Managers*
Uncertainty usually triggers costly problems well before the deal is done. If unaddressed, uncertainty can damage productivity, quality, customer service, talent retention, and, ultimately, profitability. Sometimes it even dooms the chances for a successful deal. The Managing Uncertainty workshop protects performance during the vulnerable "hang time" between announcement and close.
Topics Addressed
- Announcement-to-close dynamics
- Five types of deals and their impact on employees
- Four promises every manager must keep in a merger
- Differences between managing uncertainty and managing change
- Clarification of priorities
- Preparation and the need for speed
- Communication and talent retention best practices
- 10 Career-Friendly Recommendations
- Merger integration self assessment
Key Objectives
- Provide insights on how to retain key players
- Set the right expectations about the integration process and its inherent complexities
- Identify the potential synergies and integration challenges
- Teach how to communicate effectively even when there are more questions than answers
- Coach on how to keep the organization engaged and focused despite distractions
- Instruct on how to "wait and do" rather than "wait and see" while the integration is being planned
- Shoot down misconceptions and falsehoods about the merger
- Reinforce the business logic behind the deal
- Demonstrate how to use the PRITCHETT toolkit to tackle pre-close priorities
Toolkit
- Tools for:
Navigating uncertainty
Managing the transition
Communicating effectively
Maintaining business focus
Retaining key players
Primary Result
This high-impact program primes your organization for change and sets the stage for merger success.
*PRITCHETT recommends that acquired companies roll out the shorter version of this workshop to all employees.
Managing Uncertainty: Maintaining Performance Between Announcement and Close - For Employees
When a merger or acquisition is announced, employees often feel powerless and confused. Uncertainty prevails, the trust level drops, and people worry about how the deal might impact them. This workshop helps employees understand what to expect and what to do during the "hang time" between announcement and close.
Topics Addressed
- Announcement-to-close dynamics
- Five types of deals and their impact on employees
- Phases of mergers
- Differences between dealing with uncertainty and dealing with change
- Steps to control worry
- Clarification of priorities
- 10 Career-Friendly Recommendations
- Merger integration self assessment
Key Objectives
- Set the right expectations about the integration process and its inherent complexities
- Identify the potential integration challenges and synergies
- Instruct on how to "wait and do" rather than "wait and see" while the integration is being planned
- Coach employees on how to manage uncertainty
- Shoot down misconceptions and falsehoods about the merger
- Reinforce the business logic behind the deal
- Demonstrate how to use the PRITCHETT toolkit to tackle pre-close priorities
Toolkit
- Tools for:
Navigating uncertainty
Handling the transition
Communicating effectively
Maintaining business focus
Primary Result
Prepares the workforce for the predictible merger dynamics and positions employees to make a positive contribution.
Making Mergers Work for Managers Post-Close*
Making Mergers Work lays out the ground rules for good integration management. The proven tools and advice in the program will immediately improve effectiveness throughout the management ranks and dramatically increase the odds for merger success.
Topics Addressed
- What makes mergers challenging (from financial, operational, and human perspectives)
- Keys to maintaining productivity
- The impact of "staggered experiences"
- Techniques for employee engagement and retention of talent
- The power of "opening moves"
- Guidelines to protect management credibility
- Competencies required for merger management
- Integration best practices
Key Objectives
- Present techniques that keep the organization productive, despite distractions and disruptions
- Set the right expectations about post-close activities
- Provide crucial insights on identifying and retaining key talent
- Train on how to communicate effectively even when there are more questions than answers
- Protect the organization’s energy level and spirit
- Focus on the critical leverage points
- Teach the counter-intuitive management moves necessary for success
- Demonstrate how to use PRITCHETT tools to adress critical post-close priorities
Toolkit
- Tools for:
Managing the transition
Dealing with cultural differences
Communicating effectively
Maintaining business focus
Handling resistance
Retaining key players
Managing energy
Primary Result
Armed with PRITCHETT’s expert advice and practical tools, managers leave the workshop prepared to lead successfully in the demanding merger environment.
*PRITCHETT recommends that acquired companies roll out the shorter version of this workshop to all employees.
Making Mergers Work for Employees Post-Close
During the integration, employees often feel anxious, powerless, and confused about the upcoming changes. This workshop helps employees understand what to expect and what to do after the deal closes.
Topics Addressed
- Analysis of current situation and its impact
- Merger dynamics
- The phases of mergers
- Responsibilities of employees during mergers
- Effective reactions to changes
- Critical priorities for individual and organizational success
Key Objectives
- Set the right expectations about post-close activities
- Identify potential risks and opportunities
- Discuss different ways employees respond to deals
- Coach on how to remain productive in a changing environment
- Reinforce the business rationale for the deal
- Demonstrate how to use the PRITCHETT toolkit to achieve success and reduce anxiety
Toolkit
- Tools for:
Dealing with the transition
Identifying priorities
Communicating effectively
Maintaining business focus
Managing energy
Primary Result
Employees leave the workshop understanding how they can constructively contribute to the merged organization.
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