Management can take advantage of the changed environment, one in which most employees are confused or unsure, to introduce new unified strategic thinking and performance standards, plus new incentive programs, that can actually improve morale and enhance production.

During this time, management’s public focus must remain on communicating the specific benefits of the event to its customers. It is normal for executives to want to focus mainly on values that will accrue to the company itself at such a time. But if the earliest messages from the executive suite relate to customer benefits, this simple tactic will help drive a strong customer-focus message throughout the company.

One of the most significant issues that executives of Szemsted Industries faced during the merger process was getting its sales reps to perform in a way that would maintain, and even increase, the company’s success in that critical transition period and beyond.

We feel that one tool that could have been applied is a performance improvement program that would have brought about lasting behavioral change and created focus during the time of transition. This complex process actually is simply defined. Managers should identify the behaviors that lead to success, teach others how to employ these behaviors, and then reward employees who do so successfully.

Given the complications of the restructuring of the company, this isn’t exactly the best time for a research and training program, you might say. Au contraire! The opportunity to make a fix during transition reminds us of the old adage so many of us have invoked – “As long as we’re moving into a new house, let’s change the dining room furniture. And while we’re at it...”

This confusing time of change is exactly the opportune time for analysis and training, because it is much easier to study and modify programs that are in flux than those that are embedded in years of established culture and corporate tradition.

This is a time when most minds will be open to new ideas and ways of doing things. It is easier to sell the resulting policies and procedures to employees at this time as well, particularly if management has positioned the merger as an opportunity for employees as well as for stakeholders.