Surviving one business adventure may place you in another battle – as the target of an acquisition or a merger. If so, reserve time and decision power for your role as inspirational leader, who takes care of the crew that helped you get this far.
Don’t let the undecided and yet often accelerated Darwinism of modern mergers tear down and ridicule what you created. In poorly executed mergers there is a strong focus on the obvious: Keeping Execs happy, clients informed and data flowing, i.e. the computer systems are kept alive in digital respirators posing as simple legacy integration projects.
Seldom is the less-than-mega-merger equally conscious of its HR assets, leaving middle management and valuable profiles in the turmoil of the oldest game off all: Survival of the Fittest. Unfortunately this selection model doesn’t work for the faithful corporate player. Ever since the gate to the Coliseum was burst open, it has been the privilege of the western civilization’s workforce to seek other pastures at will. If the politics of the merger takes away your time as their leader, indeed they will!
In other words: Stay absolutely explicit and honest about who plays which roles during and after the merger, or risk ending up with something less attractive than the fittest. If you intend to keep working with the best resources, pick the team first, stay with them and keep them informed!