1. Moving Forward after a Merger:
Building a High-performance Agency

2. Learning Objectives
Identify what issues to pay attention to in a merger
Explain the steps necessary to stay on track
Get the effort back on track when it falls off (which it will)
Address critical communication needs to win buy-in from internal and external stakeholders

3. Agenda Introduction Mergers – general information
Mergers – detailed information
Your next moves
Review

4. Mergers fail primarily…
…due to people-related issues:
Culture clashes
Poor communication
Loss of key personnel
Loss of productivity
Inability to manage change effectively
Unwillingness of leaders to change their style
Inadequate skills and competencies

5. Tips for Moving Forward Successfully after a Merger
Begin planning well in advance
Engage in systematic planning: before, during, after
Obtain the necessary expertise
Involve stakeholders and decision-makers from the beginning; keep them on board
Address operational, administrative, AND people issues
Communicate a compelling post-merger vision

6. Tips for Moving Forward Successfully after a Merger (2)
Be prepared for surprises – positive and negative
Conduct a meticulous due diligence process
Treat a merger as an on-going process, not an event or task
Involve stakeholders and decision-makers from the beginning; keep them on board
Address operational, administrative, AND people issues
Communicate a compelling post-merger vision early and often
Don’t forget to address changes in leadership and governance board
Ensure labor, management, and decision-makers are on the same page

7. In the beginning….

8. …then two became one…

9. …and now several have become one.

10. The best motivator: enlightened self-interest
[What’s in it for ME?]

11. What impact will a merger
have on public safety?
Stop service
Delay service
Provide partial service
Reduce service quality
Multiple Options
Personal
Realistic

12. Identify Your Stakeholders’ Issues

13. Critical Merger Leadership Roles
Coach
Counselor
Communicator
Consultant

14. Adaptive Leadership Skills
Ability to embrace new roles
Gain expertise in new skills and competencies
Proficiency in developing oneself and others
Reliance on personal power vs. position power
Change management expertise

15. Emergent Skill Areas
Political literacy, Mindset, Business literacy, Versatility, Strategic thinking, Executive presence, Framing/Re-framing, Inclusiveness, Persuasion, Demonstrating your agency’s value, Educating, Change management, Self-care, Relationships, Appreciative inquiry, Employee development

16. Begin with the end in mind

17. How Do You Know if a Merger Makes Sense?
what
why

18. NIMS-compliant Organization Charts
Greater Naples Fire Rescue District Organizational Chart By Section & Branch (Amended 1/09/17)
See handout for organization chart
Greater Naples Fire Rescue District Organizational Chart Positions by Budget (Amended 1/09/17)
See handout for organization chart

19. Situational awareness
COMPETENCIES
Size-up
Triage
Situational awareness
Mental preparedness
Communication
Leadership
Teamwork
FIRE
GROUND
MERGER PROCESS

20. Setting the context matters
Victim? or
Empowered?
Setting the context matters

21. Mindset

22. Fire and Rescue Service Mergers

23. Mergers and Situational Awareness
Make necessary mindset adjustments
Determine degree of buy-in and active support of labor, management, and ALL decision-makers
Assess stakeholders’ readiness for change
Verify the status of critical success factors, including leadership and financial resources

24. 6-Step Merger Process Size-up: assess needs and resources
Triage: prioritize vulnerabilities, identify options
Analyze and document: conduct due diligence
Operationalize: create integration plan
Implement: take action
Evaluate and adjust: act on continuous feedback
Overview of a succession process that I will use for illustration purposes.

25. Procedural Fairness Tool #7: Procedural fairness
Research and experience demonstrate that when people don’t like the outcome of a decision or process, they will accept it IF they believe that the rules by which the decision was made/action was taken were fair – i.e., transparent, free of bias, objective, provide an opportunity for those affected to have meaningful input.

26. What We Learned Identify what issues to pay attention to in a merger
Explain the steps necessary to stay on track
Get the effort back on track when it falls off (which it will)
Address critical communication needs to win buy-in from internal and external stakeholders

27. Your Next Moves
Identify your stakeholders’ readiness with our merger self-assessment
Become proficient in adaptive and emergent leadership skills and competencies
Take action!

28. Contact Us Dr. Pat Lynch Pat@BusinessAlignmentStrategies.com
(562)
Chief Kingman Schuldt
(239)