Leadership is really hard even when things are going great. It’s even harder when things are not going so great. And unfortunately it is inevitable that there will be a technological disruption, a downturn in the economy, a natural disaster or something else unexpected. Great leaders lead through the good, the bad, and sometimes the ugly.
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The end of a business year is always an interesting and stressful time for those in a business leadership role. They are trying to simultaneously manage the numbers, shareholder expectations, and close the year strong... with an eye on a fast start for the following year. During the last few weeks of December, we typically see;
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This has been one of the busiest business years in a long time for mergers, acquisitions, spin-offs, and other variations of the above such as the merger-inversion-for-tax reasons, and the merger-triple-spin-off move. At Advantexe, where we provide organizations with the power of practice through the use of business simulation, we have conducted many different transformational learning engagements over the years that have focused on building the skills of leaders and contributors during the transition and process of merging, spinning off, or both. Most of these learning engagements have included business and leadership simulation exercises to help develop and practice the skills needed to survive and then thrive after the process. This blog shares some of the observations, insights, and data that we have gathered from these engagements to provide quick tips and thoughts if you are leading or participating in a merger, spin-off, or some combination.
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Admit it. We have all been there and we have all done it. The former business leader has either been promoted to a new job or has left the company and a new leader has been announced and is ready to come in and take over with a “fresh” perspective. Within minutes of the announcement, the rumors fly and soon after that the “Tornado of Blame” starts to build energy. The Tornado of Blame is what happens when people start to blame everything that is wrong with the company on the former leader.
Organizational culture is an interesting thing. There are an infinite number of definitions, papers, books, articles, and blogs about the topic because as Peter Drucker once said, "Culture eats strategy for breakfast."
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